Because what we make empowers athletes in every form to push themselves, to turn good into great, and to stay hungry for whatever comes next. And this is exactly what we expect from each other. Working with us means one key thing:
Following our prepared remarks, we'll open the call for questions.
And with that, I'll turn it over to Kevin. I'd like to start today's call by revisiting something you've heard us say a few times over the past year, Under Armour is a great brand and a good company.
As a growing global brand, our core purpose and reason for existing is athletic performance. Through a relentless pursuit of innovation and compelling experiences, our vision is to inspire you to performance solutions you never knew that you needed and can't imagine living without.
An endless pursuit, our mission is to make you better. As we deliver on this mission, and the Under Armour brand continues to gain even greater visibility, respect, and consideration globally, we are amplifying our investments in innovation to ensure our product pipeline is in a better position to constantly delight our consumers moving forward.
As a company, there is no question that and make up one of the most challenging yet opportunistic periods in our history.
In the midst of this inflection point, we are holistically transforming the company to ensure that the consumer is always first, simplifying our operations, increasing speed across our global ecosystem, and prioritizing investments based on return.
Greater agility, decisiveness, and ability to drive long-term profitability through consistent and repeatable execution. Over time, we have every confidence that the work we are doing Management of under armour reposition and engineer our company will deliver an even stronger brand for our consumers and retail partners while simultaneously creating greater consistency and therefore confidence in Under Armour as an investment choice for our shareholders.
Our first-quarter results should be taken as an indicator that we are making solid progress against these goals.
These strengths were tempered by a relatively flat result in North America. While Dave will dive deeper into the quarter and balance of the year, at the highest level, we are executing well against both our transformation and operating plans.
Accordingly, with today's report, we are reiterating our full-year outlook. Using the four pillars of our long-term strategy, product, story, service, and team, I'd like to take a few minutes to run through some examples of the progress we're making.
Starting with the product. With our category-management structure now in place and putting the consumer at the center of development, design, and usage occasion, we are obsessing every stitch, function and finishing detail of our products to the distinct sports-category lens of the consumer athlete.
Equally important as creating innovative products are our distribution and segmentation strategies. Going to market with significantly less SKUs, optimized margin targets, and meaningfully shorter calendars means our ability to segment gets sharper with each new season.
Story Continues Given historically long lead times, sees a hybrid of both old and new processes coming to market. As we get deeper into this year, we're excited to unlock the power of the category-management structure, combined with our improved go-to-market process, all of which strengthens our ability to execute more effectively across innovation, design, supply chain, marketing, and sales.
A few examples of how our go-to-market has changed during this hybrid period include our ColdGear Reactor and Unstoppable apparel collections, as well as our signature Curry 4, Curry 5, and Speed 2 footwear releases.
There are other examples as well and certainly more to come in the second half but all in, it's a good validation of what we're capable of when we're firing on all cylinders.
Our second pillar is the story and how we connect, demonstrate, and inspire athletes to make them better. On our last call, we spoke about being a louder brand and we're doing just that. To support the launch of our UA HOVR technology platform in the first quarter, we used the first two expressions of Phantom and Sonic to drive a technical cushioning story for the running category.
In this effort, we have three objectives: As our first-ever synchronized and digital-only global launch, this effort has far exceeded our initial goals for engagement, UA. We are definitely focused on being a louder brand this year. Both products and launches for UA HOVR and training are executed under our new go-to-market framework and continue to elevate our brand by engaging consumers globally in ways that delight and inspire to make them better.
Looking out over the year ahead and we're excited that this is just the edge of a flywheel that will continue to build momentum from here forward. With respect to service and how we deliver to our consumers directly into our key wholesale customers, we are working on the objective of continuous improvement.Shop BSN SPORTS for a large selection of sports apparel and footwear, custom and stock Nike team uniforms and sports equipment for your next winning season.
Under Armour produces performance footwear, apparel, and equipment. With a mission to make all athletes better through passion, design, and the relentless pursuit of innovation, Under Armour products are sold worldwide to athletes at all levels.
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Under Armour was the first retail position I ever had. It was fast-paced and required a lot of physical and mental energy. My role hindered around customer service, but management there was awesome and made it all bearable/5().