Market Mix of Under Armour

Product: Under Armour specializes in performance athletic apparel, footwear, and

accessories. Their product range includes apparel for running, training, basketball,
football, golf, and more. They also offer a variety of sports-specific equipment and
accessories. According to their annual report for 2020, apparel accounted for
approximately 72% of their net revenues, footwear accounted for around 22%, and
accessories contributed about 6%.
Their product range is known for its innovative technologies, including moisture-wicking
fabrics, compression materials, and temperature regulation features.Their product
offerings include compression shirts, leggings, sports bras, sneakers, training shoes,
running shoes, and accessories such as backpacks, gloves, and hats..
The brand continuously introduces new product lines and collaborates with athletes and
sports teams to develop specialized apparel for specific sports.

Price: Their major target segment consists of players and athletic people, and they
focus more on the functionality aspect pertaining to fabric technology and product
quality rather than the price or even design. That is one of the reasons it is able to price
its products slightly above the industry average as a part of its marketing mix pricing
strategy, as it is considered the market leader in this niche category as people associate
Under Armour with value and excellence, the company still charges comparably to the
similar dry fit technology products from competitive brand houses like Nike and Reebok.
Their pricing tends to be higher compared to mass-market brands. Their pricing also
reflects the aspirational nature of the brand, appealing to consumers who value both
style and functionality in their athletic wear.

Promotion: Their invests significantly in marketing and brand promotion to create

awareness and drive sales. They leverage brand ambassadors, including professional
athletes and sports teams, to endorse their products and generate credibility and
authenticity. Under Armour's marketing campaigns often focus on inspiring and
empowering athletes, highlighting their commitment to performance and determination.
For instance, they partnered with NBA star Stephen Curry and created a signature line
of basketball shoes and apparel. In 2020, Under Armour spent approximately 9.9% of
their net revenues on marketing and endorsement activities.

Place: : Under Armour has an extensive distribution network that includes their own
physical retail stores with flagship stores located in key cities globally, third-party
retailers, and e-commerce channels. They operate numerous stores globally, with a
strong presence in the United States and key international markets. They also partners
with major sporting goods retailers and department stores to expand their distribution
reach. Their e-commerce platform enables direct-to-consumer sales and provides a
seamless shopping experience for customers.
As of the end of 2020, Under Armour had 415 owned and operated retail stores
worldwide.

3Ps
People (Customers): Under Armour has a strong brand identity and a loyal
customer base, which it has built through a focus on providing high-quality sports
apparel and accessories to athletes and fitness enthusiasts. The company's marketing
strategy is centered around empowering athletes to perform better and achieve their
goals. Under Armour's customer engagement strategy includes sponsorships of
professional athletes and sports teams, social media marketing, and targeted
advertising.

Process (Product Making): Under Armour has a unique product development

process that focuses on innovation and cutting-edge technology. The company has a
dedicated research and development team that works to create new materials and
technologies that can enhance athletic performance. Under Armour also uses advanced
manufacturing techniques to produce high-quality products efficiently. The company's
products are designed to be functional, stylish, and durable, catering to the needs of its
customers.

Physical Evidence (Product Presence): Under Armour has a strong physical

presence in the market, with a global network of brand stores and retail partnerships.
The company's stores are designed to create an immersive brand experience for
customers, featuring interactive displays and digital technology. Under Armour's
products are also widely available online, with a user-friendly e-commerce platform that
allows customers to easily browse and purchase products. The company's products are
often showcased in professional sports events and competitions, providing further
physical evidence of the brand's quality and performance.
In conclusion, Under Armour's marketing strategy revolves around a focus on providing
high-quality sports apparel and accessories to athletes and fitness enthusiasts through
a customer-centric approach, a unique product development process, and a strong
physical and online presence. The company's commitment to innovation, technology,
and performance has helped it establish itself as a leading global sports brand.
Marketing Mix of Decathlon
Product: Decathlon offers a wide range of sporting goods, including clothing,
footwear, equipment, and accessories for various sports and outdoor activities. Their
product range covers over 70 sports, catering to customers of all ages and skill levels.
various sports such as running, cycling, swimming, football, basketball, and many more.
The company has its own brands, which provide quality products at affordable prices.
Decathlon also provides product customization services, where customers can
personalize their equipment with their names or preferred designs.

Promotion: Decathlon's promotion strategy revolves around their value proposition of

"low price, high quality" and accessibility to sports for all. They emphasize their
affordability through various marketing channels, including in-store promotions,
advertisements, and digital marketing efforts. Decathlon also focuses on educating and
engaging their customers through informative blog posts, tutorials, and social media
content related to sports and outdoor activities.

Place (Distribution): Decathlon follows an omnichannel distribution strategy,

combining physical retail stores and ecommerce channels. They operate numerous
large-format retail stores worldwide, strategically located in areas with high foot traffic
and demand for sporting goods. Decathlon's physical stores provide customers with
hands-on experiences, allowing them to try out products before making a purchase. In
addition to their physical stores, Decathlon operates an e-commerce platform that
extends their reach and allows customers to shop conveniently from anywhere.

Price: Decathlon's pricing strategy is based on their commitment to offering high-

quality products at lower price points compared to competitors. They achieve this by
optimizing their supply chain, eliminating intermediaries, and designing and
manufacturing their own products under their in-house brands. Decathlon's affordable
pricing appeals to price-conscious consumers, allowing them to engage in sports and
outdoor activities without significant financial barriers.

Decathalon 3 Ps

People (Customers): Decathlon has a customer-centric approach and focuses on

providing the best experience to its customers. The company believes in creating a
community of sports enthusiasts and offers a wide range of high-quality products to
cater to the needs of all customers. Decathlon's stores have dedicated areas for each
sport, where customers can get expert advice from sports enthusiasts who are also
trained employees. The company also has a robust online platform that offers
customers easy access to its products and services.
Process (Product Making): Decathlon has a unique approach to product
development, where the company designs, produces, and sells its products in-house.
This allows Decathlon to offer high-quality products at affordable prices, as it eliminates
the middlemen in the supply chain. The company's product development process is
driven by innovation, sustainability, and affordability, ensuring that customers get the
best value for their money.

Physical Evidence (Product Presence): Decathlon has a strong physical

presence in the market, with more than 1,700 stores in over 70 countries. The
company's stores are designed to be spacious, well-organized, and easy to navigate.
Decathlon also has a strong online presence, with a user-friendly website that provides
customers with all the information they need to make informed purchases. The
company's products are packaged in a way that reflects its commitment to sustainability
and eco-friendliness, and customers can feel and experience the quality of its products
in its stores.

Business model of Decathlon

Subscription Model

Decathlon is the world’s largest sports retailer. Founded in France in 1976,

the company has a presence in 70 countries, with 1,747 stores and
105,000 employees. Decathlon manages the research, design, production,
logistics, and distribution of its 10,000+ products in-house, partnering with
global suppliers, and marketing their own brands directly to consumers in
Decathlon stores.

Simply put, a sustainable model necessitates better managing the product

lifecycle, from design to recycling, ensuring it is possible and easier to
multiply the uses for a single product over its lifespan. This translates into
renting, repairing, retrofitting, and (re)selling products over a longer life
cycle.

Taking the plunge with a first initiative: “Kids Btwin” bike

subscriptions
Why buy a durable bike for your child when you know you will have to resell it 12
months later on a second-hand site, or have it sit idle in the basement. Decathlon is the
world leader in children’s bikes and the world’s second largest bike brand behind Giant.
One can easily imagine the opportunity when a Decathlon customer discovers, starting
with children’s bikes, that they can also subscribe and rent their favorite products, rather
than buy them. Subscribing to a product at a young age can also create more
sustainable habits early on.

In the end, there are four winners in this scenario: the customer who has higher value
for money (the parent), the user who always gets the “right bike at the right time” (the
child), Decathlon, and our planet as producing a bike generates an average footprint of
96 Kg CO2e.

Due to this subscription model it got incredible advantages above its competition
reducing the consumer retention cost and production cost as well.

Shifting from products to subscriber-centric services

In 2018, Decathlon started piloting its first test of a subscription service “Btwin Kids,”
based on a circular model for its children’s bikes, ranging from €3 to €8 per month. In
2020, they then tested a “leasing”-type subscription program in France, with a 12/24/36-
month commitment, with access to higher-end, adult sports equipment and e-bikes that
typically have a price tag above €1,000. Finally and shortly thereafter, they piloted a
third offering called “D RENT,” starting at €15 per month, allowing adults to flexibly
subscribe to a bike or an e-bike from a “bicycle library,” with very minimal commitment
(three months). Beyond providing access to a bike, these three offerings encompass
multiple levels of differentiating services, such as maintenance, insurance, and roadside
assistance.

In short, Decathlon Rental is evolving into a customer-centric service operator, focusing

on maximizing lifetime value. In the subscription model, more than 70% of a company’s
revenues come from their existing subscribers.

Moving forward: Outcomes and what’s next

Finally, as Decathlon operates with a strong local and entrepreneurial mindset across
70 countries, it was key to progressively onboard and empower the market units on the
sustainable business model transformation journey. The local markets are now excited
about the potential of subscriptions: they understand that the best price does not just
require a good, sustainable product, but it can also mean flexibility to pay for what you
use. Although renting will not replace ownership at Decathlon, the company believes
renting and usership will become more and more prevalent. These new business
models could be the “go-to model” for some customers, while for others, it will simply
complement ownership.
Ecommerce strategy
Decathlon drives a unified commerce strategy and transforms the role
of physical stores with VTEX in Store

Focusing on customer experience, the sporting goods chain invested in the

implementation of the tool and now uses the endless aisle feature and the fulfillment
module in all its stores

In search of a flexible architecture with integrated OMS, a customizable front-end, and a

platform that enabled a better flow between ecommerce and physical stores, Decathlon
migrated its online store to VTEX in 2017. After the re-platforming, the brand’s digital
strategy underwent a maturing process. Flows and operations were restructured to
increasingly think about the customer journey in an integrated way. In 2021, the time
came to take the company’s biggest step toward an omnichannel strategy: the
deployment of VTEX inStore. 

The new role of physical stores

We know that digital transformation requires an increasingly integrated and unified

customer experience. Omnichannel is no longer a trend but a reality within large

corporations. Before thinking about tools or technologies, omnichannel is a mindset that

needs to run through all areas of the company to become a successful strategy. 

Integrating all sales channels is the basis for successful unified commerce, in which the

experience revolves around the customer from the beginning to the end. It is not just

about the buying experience but also about exchanges, returns, relationships, and

communication.
In this scenario of digital expansion, spread of new technologies, and connected and

demanding customers, the role of brick-and-mortar stores needs to be updated quickly.

The companies that understand these places’ potential in the relationship between the

clients and the brand, adopt solutions, and modernize their processes end up standing

out. That is why Decathlon bet on VTEX inStore and the transformation of its 45

physical stores across the country. 

VTEX inStore and a unified commerce experience

Aligned with this strategy, in May 2021, Decathlon started to implement VTEX inStore,

VTEX’s solution for unified commerce operations that enables the integration of digital

and physical sales channels, placing the customer at the center of the business. 

The VTEX InStore app is available for smartphones and tablets and provides the

physical store sales associate with the integrated background of each customer,

gathering data from their journey with the brand on digital channels. 

With VTEX inStore, the shopping cart is integrated, persistent, and shareable. This

means, for example, that the brick-and-mortar store sales associate can see the

products the customer abandoned in the ecommerce cart. With such detailed

information, they have more resources to complete the sale, increase the ticket, and

strengthen the relationship with the customer. 

Infinite Shelf: when the stock does not run out in the store 
One of the VTEX inStore features that drive Decathlon’s omnichannel strategy the most

is the endless shelf. With it, even if the customer cannot find the product in stock at a

particular store, the sales associate has access to the whole inventory of the

ecommerce and even of other stores, completing the sale through his own smartphone. 

For a large chain like Decathlon, which has more than 15,000 SKUs, the solution unified

the customer experience and ensured more chances of conversion, since the

possibilities of completing the sale are expanded when you can count on the entire

stock of the ecommerce platform and the more than forty physical stores.  In addition,

the solution empowers the stores’ sales teams, which, having a significantly larger

number of products in their hands, can transform the customer’s visit into a more

complete and personalized experience.

Fulfillment: centralizing the end-to-end operation 

After the orders generated on Decathlon’s ecommerce platform are completed, the

Fulfillment module ensures a frictionless fulfillment experience for the seller and/or

picker, ensuring that the customer will get the product correctly and on time. This is how

Decathlon is able to track the customer’s end-to-end operation with a single tool. 

New possibilities create new trends

After nine months of using the solution and offering its clients more convenience and
new possibilities for the buying journey, Decathlon saw an increase in sales. With the
new strategy, in-store digital sales accounted for up to 5% of physical store sales. That
is: the product is not physically in that store, but the customer checks the infinite shelf
and completes the purchase, receiving the product at home or picking it up at another
brick-and-mortar store. 
These new possibilities are made possible because of VTEX’s partnership with AWS.
AWS provides customers with a scalable and reliable platform, so that they can deploy
applications and data quickly and securely.
Decathlon has also identified a change in the behavior of its customers with the new
options. After one month of the new operation, customers requested Express Pickup in
30% of the purchases with VTEX inStore participation. In this delivery method, a
customer in a physical store sees on the infinite shelf that the product is available in
another store, completes the purchase, and goes to the other location to pick it up right
away. 
The Fulfillment module also showed positive results in operationalizing logistics
processes in physical stores: about 80% of the VTEX inStore orders are fulfilled with
store items.  

Market Entry Strategy of Decathlon

Decathlon shows several competitive advantages; the primary one of them is the
affordability of its products. The company has developed the smart cost strategy that
allows it to establish lower prices for its items (Vitality and responsibility – 2016
sustainable development report 2016). As mentioned above, the vast majority of the
firm’s customers are content with its services, which means that pricing is a significant
factor contributing to their loyalty. The other competitive advantage of the organization
is a strong global presence, while, in comparison, Kitbag and JD Sports are mostly
present in Europe. Being a global reseller has allowed Decathlon to develop a large
base of customers and enter several important markets, such as the ones in Mexico
and Russia.

It is necessary to mention that the company shows a high level of competitiveness as

an employer as well. Decathlon reports that it implements the principles of fairness,
transparency, and consistency to motivate employees to achieve their strategic
objectives (Vitality and responsibility – 2016 sustainable development report 2016).
Approximately 50% of the company’s team is Decathlon’s shareholders that contribute
to the firm’s mutual fund. In addition, the employees of the firm have access to market
remuneration indexes and discounts. In 2016, almost 60% of the company’s team
reported that their salary was fair in relation to their responsibilities (Vitality and
responsibility – 2016 sustainable development report 2016).

To perform a USP analysis of Decathlon, it is vital to analyze the core values of the
brand as they are fundamental for business. The main value of the company is vitality
determined by energy, intense activity, drive, and vigor (About Decathlon n.d.). The
organization strives to promote a positive mindset, innovative approaches, and change.
Another Decathlon’s value is responsibility; the company aims to be responsible in its
decisions both within its teams and with customers (About Decathlon n.d.). It also
strives to anticipate the challenges that society may encounter and implement strategies
for sustainable development. In addition, the organization aims to provide safety for all
of its clients and employees.

It is also necessary to outline the company’s characteristics that are significant for its
customers. It is vital for the organization to understand who its target customers are, as
well as their needs (Brassinton & Pettitt 2006). The primary one is the affordability of
products that do not lead to a lower quality. Decathlon strives to assess the quality of
items regularly and ensure that they are durable (Vitality and responsibility – 2016
sustainable development report 2016). In addition, the company performs investigations
of production sites, the capacity of suppliers, and transparency of information for its
users. The second vital characteristic of the organization is that it is concerned about
sustainability and ecology. With the growing awareness of climate change and its
adverse effects, customers may be interested in products made of renewable or
recyclable materials. Decathlon tries to implement the principles of sustainability in all
stages of production, selling, and packaging (Vitality and responsibility – 2016
sustainable development report 2016). In addition, the company sells second-hand
items through its Trocathlon system. Such an approach addresses environmental
issues and allows individuals to buy products at a reduced price.
It is possible to say that the company’s competitors do not show the same level of
competitive advantages. For instance, Kitbag’s products are not targeted at all groups of
population; instead, they are designed for experienced athletes (About us 2019). The
company is based in the United Kingdom and relies on online sales, delivering its
products to more than 180 countries. However, it may be inconvenient for customers
wanting to visit offline retail outlets and evaluate the quality of the items. In addition, the
organization does not offer a wide range of products. It sells clothing and footwear but
no other items for sports or outdoor activities (About us 2019). It is possible to say that
this firm has a stronger competitive advantage for the customers that want to buy
specific types of products, such as licensed sports merchandise. However, Decathlon
offers more benefits for the group of clients interested in sports and physical activity in
general compared to Kitbag.

JD Sports has the same target groups as Decathlon as it provides items for people of all
ages and genders. It is possible to say that the companies have similar goals as JD
Sports also aims to reach international customers. However, the company has various
competitive disadvantages compared to Decathlon. For instance, its international
markets include only the United States, Europe, and Asia Pacific ones with less than 40
stores opened in mainland Europe (Cowgill 2019). In addition, the company does not
show strategies to reduce prices for customers; thus, its products have a lower
availability compared to Decathlon’s ones. JD Sports is more concentrated on providing
individuals with the excess to exclusive items rather than affordable ones (Cowgill
2019). This factor may be considered a significant competitive disadvantage from the
perspective of individuals with lower economic advantages.

The business model of Under Armour

The start of Under Armour

In 1996, Kevin Plank was part of the football team of the University of Maryland. He
identified himself as “the sweatiest guy on the team” and was often annoyed by the
cotton t-shirts that “didn’t do the job”. Motivated by this frustration, he went on the quest
to find the perfect sport shirt. By experimenting with different materials, he found out
how to make a basic layer shirt out of moisture-wicking formfitting fabric. After testing
the prototype t-shirt with his teammates, he decided to start his own business working
from his grandmother’s basement.
From sports to digital player
Under Armour quickly gained market share and started competing with sportswear
giants such as Nike and Adidas. Although Under Armour started in sports fashion, they
quickly opted for a digital strategy to enhance the brand. In 2013, MapMyFitness was
acquired, in a series of multiple acquisitions of fitness apps. Over the years also
MyFitnessPal, and Endomondo were added to the list of purchases. In total Under
Armour spent over $700 million to realize their digital strategy that until today seems to
pay off.
Therefore, Under Armour started using the app data of their 200+ million users to get
better insights into their customer lifestyle with the goal to provide better products and
services. For Under Armour this goes beyond athletic performances and stretches to all
areas that influence health our such as sleep activity, nutrition and mental wellness.
First of all, the insights generated by the Under Armour Digital community are integrated
in the design and production process. Resulting in new products that are developed
based on their immense pool of data and therefore are proven to contribute to better
results.
Second, by comparing all their customer data, they can give athletes personalized
insights into their habits and performance results. Based on their data the brand knows
that, for example, the average running shoes loses support after being used for more
than 400 miles and that this increases the risk of injuries. Therefore, they inform the
athletes with a push notification when it’s time to buy new shoes in order to stay on
track and prevent injuries.
The next race
The vision of Under Armour isn’t about technology. It is about improving the lives of
athletes. That’s why their ultimate goal is to combine all their apps into one health and
fitness tracker and connect their app with all our devices. Because the more Under
Armour knows about us and our health and fitness habits, the better Under Armour can
help us to become better.

Market Entry Strategy(Under Armour)

Under Armour Inc is a big name in sports, casual apparel and footwear. It is an American
manufacturing company located in Maryland. The company has different offices and global
headquarters in different parts of the world. It is a sports apparel company which is exploring new
and different markets. The company also expanded in golf, tennis and football as target consumer
markets. Under Armour is also very successful in Korea and Japan (Under Armour, 2020).
Ansoff matrix is a marketing planning tool for growth strategies. There are companies who widely
use this matrix to identify the growth strategies in combination of products and markets. The matrix
helps companies with market and product expansion according to the companies’ current situations.
Here is the detailed Ansoff matrix analysis of Under Armour.

Market Penetration
Market Penetration is the growth strategy suggested by Ansoff matrix, where companies increase
the sales of current products in the current markets. This strategy helps in increasing the market
share of the company. The company can use different marketing techniques to create awareness
among more and more consumers. It also opts for different pricing strategies, along with promotional
techniques. Under Armour is a big name in sports in America and other international markets. Under
Armour understands the need of penetrating in the market, the company started to penetrate
through different sports. At first it was only indulged in golf, but now it grows itself in soccer and
tennis too. It is also endorsing athletes of rugby, which means it will be growing there too. The
company is picking more European athletes and sports to represent its brand. This helps Under
Armour to increase the market share (Buren, 2017).

Product Development
Product development is the strategy which motivates the company to expand the product portfolio. It
is also known as product expansion, as company introduce new product for the existing market for
growing its businesses. This is not necessary to introduce completely new product, but relaunch of
the new product or different versions of the existing product comes in this strategy. This helps the
company to grow in terms of revenue. Under Armour has adopted this strategy very seriously.
Initially it was the sports and footwear manufacturers, but it also manufactures casual apparel for the
consumers. Under Armour also identified the need of connected fitness and it build its own platforms
and applications. It introduces first advanced technology for public E34 system as a UA band.
However, the company is no more in the fitness wearables as Samsung and Fitbit have made
competitive items (Teufel, 2011).

Market Development
Market Development is the strategy suggested by Ansoff Matrix. The strategy suggests the company
to expand itself in new markets though different segments like geographically or demographically. It
is market expansion, where companies expand its current product in different markets. Under
Armour has keenly adopted this strategy. The company started its operations from America, but it
expanded itself across the world. In markets of Asian, America, European etc. The company also
expanded itself demographically in terms of sports. It started from golf, but now expanded to rugby,
tennis, soccer etc. Under Armour has internationally performing in footwear and apparels too (Issuu,
2016).

Diversification
Diversification is the strategy which motivates the company to introduce new products in new
markets. This is the riskiest strategy among all four strategies suggested by Ansoff matrix. The
company has to diversify by identifying the consumer needs and potential market. Under Armour
diversified itself in the market by introducing sports apparel. Under Armour has seen the potential
growth in the market of sports apparel as people are looking for healthy lifestyle and willing to pay
premium for that. The market shrinking risk in minimum for Under Armour, as it is expected to see
the raise in the sales of it in coming years (Buren, 2017).

E commerce Strategy(Under Armour)

Becoming A Tech Company

In the same year, Under Armour made the landmark acquisition of MapMyFitness for
$150 million, stepping up its digital health game to create the ultimate digital community
for all athletes. In its quest to craft an elevated training experience for athletes and help
them improve, Under Armour understood the importance of embracing software,
harnessing the power of digital, and acquiring data. Although slightly late to the fitness
tracking space, by 2013, Under Armour was a company on a mission to digitize and
modernize. By acquiring MapMyFitness, Under Armour aimed to become the best
digital training experience provider and mobile fitness platform, encouraging people to
lead healthier lifestyles.

In 2014, Under Armour also launched Speedform Appolo, a running shoe tailored to
offer speed and comfort. With the tagline “This is what fast feels like,” Under Armour
announced that it was well and truly a footwear brand eager to offer the best to its
customers. By signing the super-model Gisele Bundchen and Ballerina Misty Copeland
in 2014, Under Armour laid bare its strategy to expand the brand to women. 

The company also won the contract to become the official apparel and equipment
provider to the University of Notre Dame. By 2014, Under Armour was bigger and better
than ever with $3 billion in annual sales, surpassing Adidas to become the best-selling
sports apparel brand in the U.S.

Go Digital

Under Armour has closely witnessed the needs and preferences of users evolving. With
handheld technology and the desire to embrace a healthy as well as active lifestyle,
users navigate the physical and virtual worlds effortlessly. This has led Under Armour to
transform itself digitally to offer meaningful value to its target audience.

Gone are the days of being a shirt and shoe company. Under Armour has adopted a
digital innovation strategy aimed at connecting athletes’ apparel and devices, collecting
data to derive essential insights in order to boost the overall performance. In addition to
this, the company has embraced an omnichannel approach to offer a holistic customer
experience while creating one of the world’s biggest sporting communities.

By placing the brand at the center of digital customer experience and not just focusing
on selling the products but creating a community to connect and empower people,
Under Armour changed the game altogether.

Sales Statistics of both Companies

Under Armour is an American sports apparel and accessories company. According to
their 2021 Q4 financial results, the company's net revenues for the full year 2021 were
$4.5 billion, which represented a 19 percent increase compared to the previous year.
The company's revenue growth was driven by a strong performance in their North
America and International segments.

Decathlon, on the other hand, is a French sports equipment and apparel retailer with
stores in several countries around the world. According to their 2020 annual report, the
company's net sales for the year were €12.4 billion, which represented a 6 percent
increase compared to the previous year. The company attributed their revenue growth
to a combination of strong e-commerce sales and a gradual recovery in physical store
sales following the COVID-19 pandemic.