In the Q1, Under Armour Inc 's corporate clients experienced a reduction by -3.73 % in their costs of revenue, compared to a year ago, sequentially costs of revenue were trimmed by -7.86 %. During the corresponding time, Under Armour Inc saw a revenue deteriorated by -3.19 % year on year, sequentially revenue fell by -6.25 %. While revenue at the Under Armour Inc 's corporate clients recorded rose by 11.96 % year on year, sequentially revenue grew by 7.39 %.
Customers of Under Armour Inc saw their costs of revenue decrease by -3.73 % in Q1 compare to a year ago, sequentially costs of revenue were trimmed by -7.86 %, for the same period Under Armour Inc revnue deteriorated by -3.19 % year on year, sequentially revenue fell by -6.25 %.
Under Armour Inc's Comment on Sales, Marketing and Customers
The company serves customers through wholesale and direct-to-consumer channels. Wholesale customers include national and regional sporting goods chains, independent and specialty retailers, department store chains, mono-branded Under Armour retail stores in certain international markets, institutional athletic departments, leagues, and teams. In countries without direct sales operations, products are sold to independent distributors or licensees. The direct-to-consumer channel includes Brand and Factory House stores and e-commerce platforms. Factory House stores sell excess, discontinued, and out-of-season products, while Brand House stores provide a premium brand experience and broader access to performance products. As of March 31, 2026, the company operated 443 Brand and Factory House stores globally, with 198 in North America and 245 in international markets. The company operates primarily in four geographic segments: North America (United States and Canada), Europe, the Middle East and Africa (EMEA), Asia-Pacific, and Latin America, focusing on branded performance apparel, footwear, and accessories.
Under Armour Signs University of South Carolina Guard MiLaysia Fulwiley as Its First Collegiate Athlete and Faces Revenue ChallengesIn a groundbreaking move, sports apparel giant Under Armour, Inc. (NYSE: UA, UAA) has announced its partnership with University of South Carolina guard MiLaysia Fulwiley, making her the first collegiate athlete to sign with the company s newly established Curry Brand. This partnership marks the beginning of a new era in collegiate sports, as Under Armour dives into the realm of name, image, and likeness (NIL) endorsements.The Curry Brand, named after basketball superstar Stephen Curry, has been making waves since its inception. Known for its commitment to athleticism, innovation...
Under Armour Inc’s Comment on Sales, Marketing and Customers
The company serves customers through wholesale and direct-to-consumer channels. Wholesale customers include national and regional sporting goods chains, independent and specialty retailers, department store chains, mono-branded Under Armour retail stores in certain international markets, institutional athletic departments, leagues, and teams. In countries without direct sales operations, products are sold to independent distributors or licensees. The direct-to-consumer channel includes Brand and Factory House stores and e-commerce platforms. Factory House stores sell excess, discontinued, and out-of-season products, while Brand House stores provide a premium brand experience and broader access to performance products. As of March 31, 2026, the company operated 443 Brand and Factory House stores globally, with 198 in North America and 245 in international markets. The company operates primarily in four geographic segments: North America (United States and Canada), Europe, the Middle East and Africa (EMEA), Asia-Pacific, and Latin America, focusing on branded performance apparel, footwear, and accessories.
Sources:
Under Armour Inc’s official press releases and regulatory filings; CSIMarket.com’s market research; and the financial filings and press releases of other companies cited in this report.
Updated on:
Focus of this report: Under Armour Inc’s corporate clients.
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