Under Armour Campaign Strategy-We Overcome 1

Social Media Strategy for a Specific Campaign: Under Armour ‘We Overcome Campaign

Name:

Course:

Code:

Institution:

Date:
 Under Armour Campaign Strategy-We Overcome 2

Introduction to the business

Under Armour-The Company

According to Germano (2015), Under Armour, (UA) specialises in sports apparels

and clothing items, including accessories. The broad collection of casual and sportswear

under its marketing and supplies activities. UA has enjoyed success across some customer

segments based on age, with the 13-24-year-old audience being a primary target in their

marketing strategies. UA was founded in 1996, with headquarters in Maryland, with over

8000 employees. According to Bowen, Daigle, Dion and Valentine (2014), UA has

implemented an Integrated Marketing Communications (IMC) approach in its corporate

strategy. Social media marketing (SMM) is a prominent component in the IMC based on the

benefits and strengths of sharing of information, networking and promotion of various brands

under it product categories. This report is a SMM strategy for the ‘We Overcome’ campaign

that aims to leverage on the diversity in psychographics and demographics after the ‘I Will’

and the ‘What’s Beautiful’ campaigns (Swanson, 2009).

Describe the brand

The UA brand is built around quality and innovation, focusing on luxury pricing

models as indicated by Bowen, Daigle, Dion and Valentine (2014). With the fundamental

strategy of growth and development of marketing, distribution and product lines, UA has

focused on broadening its value propositions. As indicated by Germano (2015), UA targets

novel customer segments by securing unique distribution approaches through diversified

product lines. In the past, UA has implemented outfitting contracts for professional and

collegiate teams across a range of sporting activities (Miller, 2013). The success of team

relations is the primary source of success, after featuring in a motion picture costume

contract. According to Bowen, Daigle, Dion and Valentine (2014) and the driving forces

behind the success of brand include trends (lifestyle, fashion and societal), innovative
 Under Armour Campaign Strategy-We Overcome 3

products, innovative marketing strategies, global marketplace orientation, research and

development for technologically advanced value propositions, marketing for sports and

diversification of the distribution network.

Identify the current customer and the markets

In 2013, 73% of internet users were part of a social media network, with most of these

adults in this category subscribing to multiple systems. By integrating the utilisation of social

media sites, UA has managed to solve the primary challenges in purchasing as identified by

Cognizant (2013). According to the author, most customers suffer from high degrees of

uncertainty and insufficient data on the desired products. The large number of users make

social media platforms a reliable marketing tool for organisations that seek to attract and

retain customers (Cognizant, 2013). Social media platforms provide a reliable and

exponential communication tool for direct and indirect contact with active and potential

customers in UA (Obrien, 2014). In addition to targeting different market segments, social

media creates a seamless transition from one campaign to the other, across value

propositions, with the ability to scale operations across audiences and geopolitical scenarios.

A five forces assessment of the competitiveness of UA is indicated the following figure

Figure 1: Porter’s Five Forces

 Under Armour Campaign Strategy-We Overcome 4

S
h
tT
sti
b
u
in
rg
a
B
e
fy
oC
v
R
lm
-H
p
wE
d
M

Source: Bowen, Daigle, Dion and Valentine (2014)

Review the current social media channels

Social media is defined as a combination of practices, activities and behaviours

among people who participate in sharing of information on online platforms (Miller, 2013).

The information sharing entails opinions, knowledge and other forms of topics that have

become integral in the metrics-driven era of marketing (Kucera, 2012). Contrary to the

characteristics of traditional media, social media broke the limits of the one-way sharing of

information and facilitate the interaction at the two-way echelon (Beninger, et al., 2014).

Consequently, social media influences the manner in which people communicate and

consume information, since the participants have the ability to validate, discuss, filter, and

disseminate information in offline and online platforms (Teneja and Toombs, 2014; and Esch,

Tsartsidze and Esch, 2014).

The involvement in these social media has changed the communication and sharing

abilities of UA (Swanson, 2009). In addition, the change in consumer expectations from UA

has changed to a more authentic and personalised manner, due to the increased transparency

in the marketing approaches. The advertising strategies also have changed over the past four
 Under Armour Campaign Strategy-We Overcome 5

years, with most of the targeted markets available for 24 hours. The social media activity at

UA is summarised as indicated in the following table.

Table 1: Social Media Activity

Site Number of Followers

Facebook 3.8 million
Twitter 526,000
LinkedIn 181,176
MySpace Not defined
Youtube 82966
Google+ 18,322
Pinterest 20,200
Instagram 1.4 million
Source: Author (2015)

UA utilises specific social media sites as spheres of influence and for specific

purposes in order to accelerate growth and achieve targeted growth as described by Hanna,

Rohm and Crittenden, (2011). From a generic marketing point of view, the purpose of social

media is to connect with people. However, UA has established specialisation avenues through

which networking, promotion and sharing is done. Consequently, UA uses Facebook,

Twitter, LinkedIn and MySpace for networking purposes, YouTube and Google+ for

promotion while sharing is done on Pinterest and Instagram. According to Sandoval (2015),

UA 3.8 million likes on its Facebook page and 520,000 Twitter followers based on all the

Twitter pages. The fundamental benefits of social media play an important role, including

word of mouth (WOM) marketing and viral sharing of information. Consequently, Obrien

(2014) indicated UA benefited from celebrity sponsorship to supplement the momentum of

its SMM strategies, especially on networking, promotion and sharing functions.

UA has an active website, with the ‘Socialize’ icons at the bottom left the corner,

including Facebook, Instagram, Pinterest, Twitter, Google+ and YouTube. However, UA has

not integrated its LinkedIn and MySpace platforms on the main website. Although the icons

provide a link to the various social media sites, the passive approach limits the clarity of the

prominence of social media in their marketing tools and campaigns. Consequently, this fails
 Under Armour Campaign Strategy-We Overcome 6

to communicate the importance of social media in the IMC as well as current marketing

campaigns that continue to drive the growth of UA.

The rationale for involvement

The Ultimate Intern Program is one such project that involved close to 10,000

participants on both Facebook and Twitter. In spite of the success in the accentuation of the

brand’s image, the purpose was to acquire an effective intern from college applicants. On the

other hand, UA benefited from over 100,000 followers on Facebook and 4000 Twitter

followers. Subsequent campaigns such as ‘What’s Beautiful’ sought to duplicate the success

of the first campaign through user-generated momentum and redefine society, while elevating

the viability of market segments that have been overlooked in the past. By promoting

sporting activities among women and redefining the views of society, UA has made it

possible for community to focus on pertinent issues. The primary focus of the page is to

motivate the users to create achievable goals on health and fitness (Bowen, Daigle, Dion and

Valentine (2014). Past campaigns have contributed to growth such as the #Iwill received 0.5

million likes, 2800 comments resulting to a total of slightly over 0.5 million interactions on

Instagram. On Facebook, the same hashtag received 9200 likes, 304 comments and 467

shares to total 10,026 interactions. Based on the success of the past campaigns, our

involvement shall built on past success and introduce a complementary campaign that draws

momentum from the current progress. However, the current campaign will focus on wider

demographics and psychographics in order to increase the short-term and long-term

outcomes.

Identified areas of improvement and design a strategy.

The definition of IMC implicates the clarity in understanding the added value of a

comprehensive plan that draws its effectiveness from a combination of benefits from various

approaches as indicated by Kotler & Keller, 2006). Of importance is the consistency in the
 Under Armour Campaign Strategy-We Overcome 7

message delivered by the IMC to the customers, as a way of enhancing the symbiotic and

synergistic outcomes of the marketing mix (Beninger, et al., 2014). UA relies on social media

in a manner that results to overshadowing of other approaches to marketing. Although SMM

at UA is an avenue to competitiveness and differentiation in the marketing mix, the need to

establish a unified message in avoiding convergence towards a limited eventuality in

marketing. The consistency of the message presented in social media and other platforms is

what accentuates the validity of SMM as a prominent or constituent component of IMC (Ab,

et al., 2013).

The outcome of the current approach is segregation of the social media (as a

representation of new communications platforms) and traditional media as indicated by Khan

and Khan (2012). The fragmentation of the messages in the single channel makes it hard for

consumers to participate fully in each promotion and campaign. One unique feature of SMM

is the diversity in user-generated content (UGC). Based on the Homeland/Embassy approach,

UA stands to benefit from the scalable integration in marketing communications. The website

services as the ‘homeland’, while the social networks serve as ‘embassies’. Consequently, an

organisation has to embed the activities on the ‘embassies’ in the ‘homeland’. Most sites rely

on the lead generation button as an embedment of the SMM tools; it is possible to drive

traffic to the website and convey a similar message, even when UGC is part of the messages.

The Strategy for ‘We Overcome’ Campaign

According to Murdough (2009), optimisation of SMM and determination of the

benefits requires the employment of different KPIs to accommodate both short-term

(incremental) and long-term (persistent) outcomes. The comprehensive approach to be

applied in the UA campaign shall adjust this perception in assessment of the activity data, and

creation of links across the various stages of measurement as from the conceptualisation to

optimisation stage.
 Under Armour Campaign Strategy-We Overcome 8

Campaign Description of Objectives

The interaction between front-end (artist and celebrity support) and back-end

(development of content) defines each SMM campaign as UA. In the past, the two

perspectives have played a complementary and supplementary role in the successful

promotion of the brand under limited budgets. In the current campaign under the

#WeOvercome, UA will focus on interacting with the customers and audience in identifying

the primary challenges and goals in the sporting and fitness activities that they participate in.

The ‘We Overcome’ campaign shall be a step back on one way because the ‘I Will’ campaign

sought to express determination in achieving objectives. On the other hand, the ‘We

Overcome’ campaign can also be viewed as an extension of the ‘I Will’ campaign, in that it

introduces motivation and integrates the achievement of the goals set under the ‘I Will’

campaign. Drawing from the objectives of SMM identified by Bernhardt, Mays and Hall

(2012) and extrapolating to the mission of UA, this campaign seeks to achieve an increase in

brand awareness, reputation and ambassadors.

Business Goal of Strategy

Based on the Homeland/Embassy model, the campaign seeks to relate success with

intensive and extensive training under the motivation of the value propositions under UA.

Consequently, the aim is to provide UA with a complementary and supplementary trajectory

towards elevating the female orientation in its apparel products categories. As indicated by

Bowen, Daigle Dion and Valentine (2014), UA relies on a profile-positioning, push-

positioning and pull-positioning in its strategy. The pull-positioning will play an important

role in the new product categories, as well as products that are new to distinct customer

segments. The push-positioning approach will facilitate expansion of existing customer

segments and ensure consumption of different product categories. Lastly, the profile
 Under Armour Campaign Strategy-We Overcome 9

positioning will provide a broad image for the brand, and establish new levels of reputation

that can be exploited during expansion into new markets. The goal of the strategy is to:

 Determine the unique challenges that customers experience in general concerning

sporting and fitness

 Determine the challenges that consumers experience when using the products by

company

 Establish the ways through which users overcome fundamental challenges to

determine avenues through which UA can participate in their success

 Establish the effects of introduction of female-oriented product categories

 Determine the limitations to accessing value by customers

 Introduce growth in the contribution of the consumers to innovation, change and

improvement in product design across the board

Target Market of the Strategy

Previous campaigns and marketing strategies have inclined UA towards male-

orientation. Although UA does not restrict its products across genders, the impression that

fitness and sports are a male dominated domain in the market has played a significant role in

past success. On that account, the integration of female-oriented strategies to promote the

participation of the customer segment was the linearly defined approach. The outcome was

transference of success due to focus on a singular gender and a balancing effect. In the

current campaign, focus on both sexes will be the foundation of creating an exponential

outcome from the balancing effect across genders. Bowen, Daigle, Dion and Valentine

(2014) and Germano (2015) concur that UA has colonised an extremely dynamic market

segment based on 18-24 age-group.

 Under Armour Campaign Strategy-We Overcome 10

Approach for Each Channel.

UA has relied on different channels to achieve specific objectives in its marketing

strategies in the past. Right from the breakthrough through feature films, UA relies on

specificity in its advertising and marketing campaigns in order to increase the return on

investment (ROI) and eliminate the psychological effects of failed campaigns on both UA

and consumers (Helmink, 2013). Consequently, in this campaign, the use of a fresh approach

for a novel idea will increase the ability to trend and capture interest, while optimising on the

initial and residual effects of the consumers. Furthermore, separation of the messages on the

platforms as done for the various categories of apparels on Twitter account will represent UA

culture, and draw from past successes. In this campaign, the separation of the functions of the

social media sites will be maintained as stated previously. However, the following

adjustments will be implemented. Facebook, Twitter, LinkedIn and MySpace will be utilised

for networking purposes. The existing Facebook will be utilised as a link for networking

purposes. YouTube and Google+ for promotion while sharing is done on Pinterest and

Instagram.

According to Shively (2015), 74% of top 100 brands on social media focus on a

minimum of three tweets a day, featuring online streaming Periscope features. With visual

content experiencing 57% success over text aspects, a combination of both will propel the

success of the campaign. Instagram is a platform for sharing photographic stories and

messages. The single-stream facility creates excellent impressions to audiences across the

globe, with 75% of successful firms targeting a minimum of one post per week. In order to

enhance the success on Instagram, all posts shall focus on ‘mentions’ and the Twitter hashtag

as well. For YouTube, linked content and regular schedule that ensures relevance with the

specific tags will be developed. The weekly content shall be based elements of the user-
 Under Armour Campaign Strategy-We Overcome 11

generated pictorial content from the customers, with the most validated content included in

the two-minute clip.

Justification for the social media campaign and choice of channels

According to Ab et al., (2013), consumers who are active on Facebook and Twitter

have high chances of making recommendations and purchasing products from brands on the

same platforms. SMM ranks as the most influential marketing communications tool in the 21st

century. Although technological growth has focused on both offline and online marketing,

SMM has overtaken traditional marketing strategies and relegated it to secondary echelons

for most companies (Teneja and Toombs, 2014). However, social media is ‘buzz’ based

marketing tool that requires solidifying elements to capture all market segments. For UA, the

past successes with social media are founded on the fact that most analytics and indicators

point towards the strengths and opportunities in SMM. As a pioneer tool in a dynamic

marketing environment, social media provides an intersection in cost effectiveness and

revenue-generation capabilities. The channels selected converge towards the achievement of

the three pillars of SMM including reach (quality and quantity), discussions (sentiments and

topics) and outcomes (site traffic and purchase intentions) (Stead, Gordon, Angus and

McDermott, 2007). The result of synthesising the three pillars produce an indication of the

best way to leverage on the SMM process.

Schedule of strategy for two months including film launch

UA applies SMM under the six primary dimensions identified by Bseiso (n.d),

including persistence, transparency, independence, participation, collectiveness and

emergence into a niche market. The launch of the film will be scheduled at the end of the first

week, which incorporates the UGC and interactions with the audience in the first week.

Through this approach, the audience will be provided with the impression that they are

fuelling the campaign through their participation. The use of the Twitter and Instagram
 Under Armour Campaign Strategy-We Overcome 12

hashtags will fuel the discussions on Facebook, with the provision of solutions for the

challenges that are faced and handled discussed on the Facebook page. The interoperability of

the Hashtags, videos and pictures will make it possible for the establishment of shared

challenges between users. Consumers will also benefit from exposure to existing content on

the media sites, with direct links to the website. Although unique in approach, the ‘We

Overcome’ challenge shall mirror the approach ‘I Will’ campaign on the media platforms. As

a result, separate hashtags will be used on Twitter and Instagram for the various sporting and

fitness activities. However, the rest of the social media sites will have an integrated front that

houses all interactions.

The resources and skills needed to perform the strategy.

A social media strategist will be required to spearhead the campaign. In addition to

auditing the policy, the strategist will provide guidance on the necessary approaches to

creating and integrating the various marketing strategy, including the SMM. Engagement of

existing customers to create the perception of success from the onset is an important aspect,

whether it under the stand-alone or integrated networks (Hanna, Rohm and Crittenden, 2011).

By linking the new campaign with existing campaigns, an extension of loyalty will provide

UA with the ability to benefit from existing relationships while expanding into new markets.

The combination of these resources is expected to overcome the six pertinent dimensions of

competition under social media including genetic, subject market, intervention-level, product,

and brand competition (Andreasen, 2002).

Table 2: Budget

Networking site Activity Projected cost

Facebook Content management $10,000
Blog creation of a custom-designed template $15,000
Development and editing of content
Development of stories
Twitter Initial set up costs for the page $10,000
Curation and content management
Acquisition of a campaign ambassador
 Under Armour Campaign Strategy-We Overcome 13

YouTube Initial set up costs for the page $40,000

Curation and content management
Instagram Initial set up and management cost-Weekly $10,000
Pinterest Initial set up and weekly curation costs $10,000
Google+ Initial set up and weekly curation costs $10,000
We overcome App Development and updates $10,000
Celebrity sponsor Twitter and Instagram endorsements $90,000

key performance indicators (KPIs)

The KPIs assess the success of SMM and specific campaigns by indicating the extent

to which goals were achieved (Andreasen, 2002). In this campaign, a blend of qualitative

(sentiments and discussions assessed through feedbacks) and quantitative (numbers and

engagement levels) metrics will be applied to achieve granular results. The holistic

performance insights implemented in the post-execution period to be used in the assessment

of the outcomes. These drill-down approaches provide an intensive and extensive indication

of features of the performance data from the various ecosystems overcome the sampling

effect without endorsing or over-focusing on a single social media site (Murdough, 2009). In

addition to knowing how many customers are involved, the insights indicate what customers

did on the sites. In addition to the reinvigoration of the core product categories, UA relies on

expansion to novel segments in its growth strategy. Recently, the focus is directed towards

the Youth and Women, and other specialty products that target athletes based on their age,

gender, sporting activity, geopolitical and personal interests. A metrics framework for the

Campaign is indicated in the figure below.

Figure 2: Metrics Framework for ‘We Overcome’ Campaign

 Under Armour Campaign Strategy-We Overcome 14

1. Achieve critical
audience numbers on soia
1. Strengthen ties with media
customers 2. Encourage interactions
Goals Objectives
about the brand
2. Learn from the 1. Discover common
Community and themes
promote purchase 2. Pursuade engagement
intentions based on the themes
1. Number of advocates and ambasandors
Metrics and
2. Number of posted comments
3. Profile of the advocates
Performance
Indicators
1. Rank discussed topics and themes
2. Determine positive and negative
persepctives
3. Detemine store locator activities
4. Determine downloads for product
brochures

Source: Author (2015).

Number of participants

According to Helmink (2013), a broad audience translates to higher possibilities of

achieving growth in the number of customers. The number of participants encompasses

aspects such as the reach and the active members (Stead, Gordon, Angus and McDermott,

2007). The proportionate responsiveness is dependent on reaching a large number of clients

and getting the message to the most significant number of customers from the start as posited

by Bernhardt, Mays and Hall (2012). Social media has the viral effect through which

customers and users disperse the message exponentially. The number of shares displays the

rate at which the message is validated and accredited through social networking processes.

When combined with comments, the two provide an indication that the message is relevant to

the audience to an extent that they provide feedback. Based on the directions of the feedback,

it is possible to chart the trajectory of the current and future campaigns as suggested by

Kumar and Mirchandani (2012). A unique metric will be the goal completion rate on each
 Under Armour Campaign Strategy-We Overcome 15

platform, which assesses the outcome of the campaign based on the specified objective. In

addition to the social interaction rate, the two shall serve as an indication of the extent to

which the users view the campaign as useful in the various ways based on the social media

platform.

Diversity of the participants in terms of demographics

Geographical distribution of social media networks creates the foundation for present

and future growth (Pradiptarini, 2011). Access to diversified customer segments based on

geography is the equivalent of globalisation in e-commerce and online business. In addition

to reducing the possibility of exhaustion of customers due to limitations in geography,

geographical dispersion makes it possible for the acquisition of new customer segments. The

campaign will target the global consumer, without limitations in locations. The open-ended

approach in terms of demographic features and other forms of segments seeks to generate

sufficient momentum for expansion of the potential of UA for subsequent campaigns. By

building up on past campaigns and the success in social media, the ‘We Overcome’ campaign

is expected to gain traction within the first week in order to fuel the promotions component

through YouTube. Consequently, the qualitative assessment of the psychographics will

influence the progress from planning, execution and measurement of the strategy. The

approach presents a superior assessment of consumption-based platforms such as Pinterest

and Youtube, where visitors are not necessary members of the network as indicated by

Shively (2015).

Extent to which the integrated social networking objectives are met

The current social networking targets is based on the social media platforms applied

for each purpose. The three fundamental goals (networking, promotion and sharing) have

been treated as unique strategies with individual objectives for UA as indicated by

Pradiptarini (2011). The traffic data to the website from social media shows the proportion of
 Under Armour Campaign Strategy-We Overcome 16

the visits to the sites from the social media pages. Hubspot provides these metrics and

indicates the number of persons who followed through for more information from social

media sites to the website (based on the Homeland/Embassy model).

Returns on investment

Returns on investment will be a long-term measure, based on the costs of the

campaigns and the commensurate returns. The revenue measure is a quintessential and

significant aspect since all companies focus on wealth maximisation and cost-efficiency.

However, the assessment of the ROI is relative in nature, since it assumes that significant

changes in the performance of UA are due to the current marketing changes (Pradiptarini,

2011). According to Kumar and Mirchandani (2012), one challenge with the ROI measure is

the fact that it is impossible to determine the opportunity cost of the SMM campaign.

Consequently, the assumption is that SMM is the best approach to achieving the current

goals, based on market trends and past outcomes (Teneja and Toombs, 2014). The

determination of ROI from lead conversion According to Helmink (2013), ROI is a key

metric in social media, in spite of the broad-based results provided by the indicators.

Separation of the cycle into three stages makes it possible for evidence-based responses and

clarity in changes. The steps are indicated in figure 3.

Figure 3: The ROI Cycle

 Under Armour Campaign Strategy-We Overcome 17

Approach-executional
Goals: Social media Presence
The Launch Focus: Short Term
Results: Minimal/ negligible

Approach-Tactical
Goals: Customer Engagement
Management Focus: Mid-Term
Results: Growth in Traffic

Approach-Strategic
Goals: Social Media ROI
Optimisation Focus: Long-Term
Results: Growth in Revenue

Source: Author (2015).

 Under Armour Campaign Strategy-We Overcome 18

References List

Ab, H., et al., 2013. ‘Social media: an emerging dimension of marketing communication’.

Journal of Management and Marketing. 12 (1) 1-8.

Andreasen, A., R. 2002. ‘Marketing Social Marketing in the Social Change Place’. Journal

of Public Policy & Marketing. 21 (1). 1-12

Beninger, K., et al., 2014. ‘Research using Social Media: users Views’. Available at

http://www.natcen.ac.uk/media/282288/p0639-research-using-social-media-report-

final-190214.pdf [Accessed September 4, 2015]

Bernhardt, J. M., Mays, D., and Hall. A. K., 2012. ‘Social Marketing at the Right Place and

Right Time with New Media’. Journal of Social Marketing. 2 (2). 1-8

Bowen, R., Daigle, R., Dion, T., and Valentine, D., 2014. ‘Under Armour Case Study, 2014’.

Available at http://robertdaigle.com/wp-

content/uploads/2014/01/BowenDaigleDionValentine_UnderArmour_CaseStudy.pdf

[Accessed September 4, 2015]

Bseiso, M. S., n.d. ‘Social Media and Investment Promotion’. Available at

http://www.kfib.com.kw/pdf/social-media.pdf [Accessed September 4, 2015]

Cognizant, 2013. ‘Leveraging Social Media to Optimize Sourcing to Shelf Process’.

Available at http://www.cognizant.com/InsightsWhitepapers/Leveraging-Social-

Media-to-Optimize-Sourcing-to-Shelf-Processes.pdf [Accessed September 4, 2015]

Esch, P., Tsartsidze, D., and Esch, L. J., 2014. ‘Mass Media Social Marketing Campaigns: A

Practitioners Perspective’. International Journal of Marketing Studies. 6 (5) 1-12.

Germano, S., 2015. ‘Under Armour Overtakes Adidas in the U.S. Sportswear Market’.

Available at http://www.wsj.com/articles/under-armour-overtakes-adidas-in-u-s-

sportswear-market-1420753934 [Accessed September 4, 2015]

 Under Armour Campaign Strategy-We Overcome 19

Hanna, R., Rohm, A., and Crittenden, V. L., 2011. ‘We’re All Connected: The Power of the

Social Media Ecosystem’. Business Horizon. 54 (1). 1-9.

Helmink, L. F., 2013. ‘Objectives, Strategies and Indicators for Social Media Marketing’.

Available at

http://essay.utwente.nl/63708/1/Objectives,_strategies_and_indicators_for_Social_Me

dia_Marketing_-_Luc_Helmink_%28s1018647%29_-_21082013.pdf [Accessed

September 4, 2015]

Khan, A., and Khan, R., 2012. ‘Embracing new media in Fiji: the way forward for social

network marketing and communication strategies’. Strategic Directions. 28 (4). 1-5.

Kotler, P. & Keller, K. L. 2006. ‘Marketing management (12th ed.)’. Upper Saddle River, NJ:

Pearson Education, Inc.

Kucera, T., 2012. ‘Research Brief: Measuring Social Media Marketing’. Available at

http://www.oracle.com/us/solutions/aberdeen-meassocmedmktng-1981080.pdf

[Accessed September 4, 2015]

Kumar, V., and Mirchandani, R., 2012. ‘Increasing the ROI of Social Media Marketing’.

MIT Sloan Management Review. 54 (1) 1-7

Mann, J., 2011. ‘Under Armour Urges College Students to Compete in Facebook Intern

Campaign’. DM News. 33 (10).

Miller, M., (2013). ‘Under Armour: Marketing Communication Journal’. Available at

https://mikethatmiller.files.wordpress.com/2013/03/under-armour-iwill-campaign.pdf

[Accessed September 4, 2015]

Murdough, C., 2009. ‘Social Media Measurement: It’s Not Impossible’. Journal of

Interactive Advertising. 10 (1). 1-8

 Under Armour Campaign Strategy-We Overcome 20

Obrien, M., 2014. ‘Under Armour Uses Star Power to Boost Content Marketing Effort’.

Available at http://www.clickz.com/clickz/news/2359564/under-armour-shows-how-

star-power-can-boost-content-marketing-efforts

Pradiptarini, C., 2011. ‘Social Media Marketing: Measuring Its Effectiveness and identifying

the Target Market’. Journal of Undergraduate Research. 16 (1). 1-11

Sandoval, T., 2015. ‘Most Social Companies (Baltimore Business Journal)’. Available at

http://www.bizjournals.com/baltimore/subscriber-only/2015/08/28/most-social-

companies-baltimore.html [Accessed September 4, 2015]

Shively, K., 2015. ‘The State of Social Marketing 2015 Report’. Available at

http://get.simplymeasured.com/rs/801-IXO-022/images/2015StateOfSocialMedia.pdf

[Accessed September 4, 2015]

Stead, M; Gordon, R; Angus, K and McDermott, L. 2007. ‘A systematic review of social

marketing effectiveness’. Health Education, 107(2), 126–191.

Swanson, C., 2009. ‘Under Armour’. Available at

http://chelseyswanson.efoliomn.com/Uploads/Under%20Armour.pdf [Accessed

September 4, 2015]

Teneja, S., and Toombs, L., 2014. ‘Putting A Face On Small Businesses: Visibility, Viability,

And Sustainability The Impact Of Social Media On Small Business Marketing’.

Academy of Marketing Studies Journal. 18 (1). 1-12