This freshly revised case should generate considerable student interest and provoke a lively, interesting class discussion of the apparent interruption in the company$$s rapid climb to prominence in the intensely competitive sports and fitness apparel industry. How much further can the company grow now? Is the push toward broader product lines to appeal to different segments for sports and fitness apparel sustainable, or will the declining growth in demand for the company$$s core products in North America continue to be a drag on earnings and stock price appreciation? What moves must CEO Kevin Plank make to get the company back on track? What, if any, further changes in strategy are needed at Under Armour?Before beginning this exercise, you will need to read the Under Armour case.Which of the following accurately characterize Under Armour$$s resource weaknesses and competitive liabilities?Select $$yes$$ for the resource weaknesses that are accurate and choose $$no$$ for those that are not.a$.$ entrenched founder$/$CEO$$Kevin Blank$$who cannot let go of a strategy$($Click to select$)$b$.$ tepid performance in North America$($Click to select$)$c$.$ relatively small lineup of product offerings as compared to Nike and the Adidas Group$($Click to select$)$e$.$ erosion of gross margins and declining growth rates in all regions and categories $($except for Connected Fitness$)($Click to select$)$e$.$ relatively unknown outside of the United States$($Click to select$)$