To beat the competition, Under Armor Company can engage in the invention of market-sensitive fresh products. New products are more likely to attract curiosity among populations, especially if they fit well with prevailing trends (Hill & Jones 2009, p. 308).UA has focused on the outside-in (market-responsive) approach to realizing the its strategies. It has been reported to have purchased unique synthetic materials and employed them in product development in the field. This allowed it to create the sportswear segment in the sportswear market. With Amour Company it ventured into an overcrowded market segment, which had thousands of companies competing with each other. Among the many companies involved in the trade, the two most formidable threats appeared to be orchestrated by Nike and Adidas. These are two giants of sports clothing and footwear, proud to be long-standing veterans in the sector. Nike in particular has been christened as the ultimate sports shoe and apparel company, with revenues of $18.6 billion, net income of $1.9 billion and more than thirty-two thousand employees globally in 2008. This makes it the largest seller of sports shoes and apparel in the world. . Over the years, this company has seen a great expansion of outlets around the world. Adidas for its part has managed to build a powerful brand through its technological innovations and aggressive marketing in which it spends up to thirteen percent of its revenue in addition to offering high-quality services. These scenarios appear to present Under Armor with a huge competitive disadvantage. Through an inside-out perspective, Under Armor has been able to focus on its growth mission. Its mission is to build... means of paper... to establish a brand image characterized by authenticity and quality. Furthermore, they invented a more lasting concept of "comfortable and breathable clothing" that helps Americans' perception of sportswear. UA has also managed to convince former teammates like Eddie George to wear its jerseys. This strategy worked well, as it allowed the T-shirts to gain additional, broad exposures. Works CitedCarpenter, MA & Sanders, WG 2007, Strategic management: Concepts: a Dynamic perspective, Prentice Hall, New Jersy.Furrer, O 2010, Corporate level Strategy: theory and applications, Taylor & Francis, New York, NY.Hill, C & Jones, G 2009, Strategic Management Theory: An Integrated Approach, Cengage Learning, New York, NY.Wit, BD & Meyer, R 2010, Strategy: Process, Content, Context: An International Perspective, Cengage Learning EMEA, London.