IN 2008 ATHLETIC APPAREL COMPANY Under Armour entered the mainstream athletic shoes category, launching a line of cross training sneakers. CEO Kevin Plank was supremely confident about the new products and had invested a large part of the company’s marketing budget in a launch plan that included a $4.4 million Super Bowl commercial. He told a reporter from The New York Times, “Under Armour controls its own destiny. We believe there are better fabrics, better technology, and better innovations … people are going to try us.”1
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