The Fortress, The Cult, and The Squeezed Middle
On one side, you have Nike. Let's be honest, Nike has been playing this game for decades. It has built what you might call a fortress. Its supply chain isn't a simple line from A to B, it's a complex web stretching across Vietnam, Indonesia, and beyond. When trouble flares up in one country, Nike can pivot with the kind of agility a smaller company could only dream of. This diversification costs a pretty penny, I'm sure, but it acts as a formidable shield against political whims.
Then you have a curious case like Lululemon. They don't compete on scale, they compete on devotion. Lululemon has cultivated a following so loyal that its customers would probably crawl over broken glass for a new pair of yoga pants. This gives them immense pricing power. If their costs go up because of tariffs, they can simply pass a chunk of that on, and their customers barely seem to notice. Brand loyalty, it turns out, is a rather effective form of insurance.
And then there’s the squeezed middle, where a company like Under Armour finds itself. It lacks Nike’s colossal scale and Lululemon’s cult-like brand status. It’s fighting a war on two fronts, trying to innovate on performance while battling rivals who are simply better insulated from the geopolitical storm. It’s a tough spot to be in, and these trade tensions are only turning up the heat.