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Group 2: Alexander Antoniou, Claire Liao, Kim Lovell, and Eric Mbugua
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Executive Summary
The wearable device industry has undergone major changes since FitBit launched its first
fitness tracking band in 2009. Once a virtuallyunchallenged industry leader, FitBit’s market
share is now being encroached upon by competitors like Garmin, Jawbone, Xiaomi, and Apple.
As these companies and others mimic FitBit’s heart rate and sleep monitoring, step counting,
application syncing, and other functions, as well as challenge FitBit on appearance and price, the
company must find ways to diversify and innovate.
Market research on fitness trackers reveals that product pricing is the most important
consideration for most users and potential users, and brand choice is one of the least important
factors. Additionally, consumers prefer to wear tracking devices on their wrist as opposed to
other locations on their body or clothing. Understanding these preferences has important
implications for FitBit as they seek to maintain and grow their competitive advantage, they
should seek out new features and technologies that are affordable and/or save consumers money,
and integrate into existing wristbased devices. Secondly, the company must both exploit the fact
that consumers make buying choices based on cost and features over brand, while at the same
time building better brand loyalty for FitBit itself.
Based on our industry forecast, market research, and SWOT analysis, we propose that
FitBit move to establish themselves as a leader in health and fitness, and capitalize on the
increasing role of big data in the healthcare sector to forge strategic partnerships with insurance
companies, fitness clubs, and employers in the private sector to incentivize the purchase and use
of fitness trackers.. Were FitBit to establish exclusive contracts with insurers like Blue Cross
Blue Shield, health systems like Kaiser Permanente, and fitness clubs like Gold’s Gym, these
companies could provide discounts and incentives to employees/customers for reaching certain
activity levels and fitness goals, as tracked by FitBit. Healthier employees and customers save
money for insurance companies, hospitals, and employers, while discounted membership fees,
copayments, and deductibles strike a chord with costconscious consumers and provide an
advantage over competing fitness tracking brands. With this strategy, we think FitBit can
maximize the potential of their wellloved fitness tracking bands and establish themselves as a
fitness and wearable industry leader.
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Table of Contents:
1. Project Description and Industry Definition ………………………………………..page 4
2. Situation Analysis………………………………………………..………………….page 5
A. Industry Factor
B. Competitive Set (SWOT)
C. Industry Forecast
3. Marketing Strategy…………………………………………………………....……..page 9
A. Market Research
B. STP
C. Objectives & Strategy
4. Marketing Mix……………………………………………………………………...page 14
5. References………………………………………………………………………….page 17
6. Appendix…………………………………………………………………………...page 18
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1. Project Description and Wearables Industry Definition
The market for wearable technology is expected to almost triple in the next 5 years (CCS
Insight, 2014; IDC, 08/2015) Wristwear will continue to account for 8090% of that market,
shared with clothing, eyewear, earwear, and modular wearable technology (IDC, 08/2015).
Starting and leading this growth is FitBit, a company founded in 2007 by James Park and Eric
Friedman. The first product was launched in 2009, online at first, and then subsequently through
its first distribution channel of 650 Best Buy stores (Marshall, 2015). FitBit sells a wearable
distance tracking product with additional features of tracking sleep and heart rate for the more
expensive products. Other products sold by FitBit include a small selection of apparel, annual
subscription to an online fitness community, and accessory products that include a smart digital
scale.
While initially dominating the market, FitBit’s market share has slowly been eroding due
to a variety of factors including slow growth in the basic wearables market, faster growth in the
smart wearables market (i.e. watches with tracking features and other third party applications), as
well as the introduction of multiple new competitors. FitBit’s second quarter market share in
2015 was 24.3%, down from 30.4% in the prior year (IDC, 08/2015). This year saw the launch of
the Apple watch which accounted for 19.9% of the market share. FitBit has a product line that
ranges in price from $60 for their basic tracker to $250, aimed at the serious athlete (fitbit.com).
FitBit has a clear price advantage with the most affordable version of the Apple Watch retailing
for $349 as the Apple ‘Sport’. However, Xiaomi, based in China, has entered the market this past
year with its much more affordable wrist wear tracker retailing for $20 (mi.com) and taking
17.1% of market share for Q22015 (IDC, 08/2015).
We chose this industry because of its increasing popularity and potential to improve
public health, and we chose FitBit because it faces a clear brand crisis with larger companies
entering the market and offering similar products and features. With increasing competition in
fitness tracking from multiple competitors including the recent introduction of Apple Watch and
Xiaomi’s Mi band, we propose a shift from FitBit marketing simple fitness tracking devices to
selling fitness itselfthrough product features, strategic partnerships, and collaboration with
health insurers and health clubs, making the FitBit brand synonymous with a healthy lifestyle.
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We believe FitBit exemplifies fitness (also emphasized in its recent IPO stock tickerFIT). If we
focus on selling fitness, then we will be able to create a unified brand image to maintain our
market position and to diversify within the fitness domain into wearable technology.
2.
Situation Analysis
A. Industry Factor
For as little as $19, it is possible to track your steps and heart rate with Xiaomi’s entry tracker.
However popular devices in the U.S market retail at a price between $49.99 (entry Jawbone
tracker) and $349 (Apple). With the market getting increasingly crowded, producers in the
midprice category consisting of Fitbit, Jawbone and Samsung have designed a range of trackers
priced by the variety and extent of monitoring they can provide.
Advertising and promotion in the wearables industry has been on an upward trajectory in the last
few years. In 2014, according to a report by Kantar Media, Fitbit led the pack having spent $21.6
million followed by Garmin ($18.7 million) and Samsung ($11.6 million). This accounted for
75% spending in advertising with the rest split among Nike, Google, Microsoft, Misfit and
Jawbone. The primary media being used for promotion includes television (65%), magazines and
newspapers (16%) and digital advertising (11%). Radio advertising is strikingly missing from the
mix. Fitbit’s message is focused on the adoption of fitness as a way of life as opposed to a
oneoff activity at the gym. This is can be seen in Fitbit’s 60second TV and digital
advertisement showing people of all ages and genders engaging in a myriad of activities from
walking to hardcore rowing and rock climbing. As more entrants join the market, it is expected
that advertising spending will increase.
Major distribution channels for wearable devices include sporting goods retailers accounting
for 31% of sales and mass merchant retailers such as Walmart (30%). Online purchases can be
made through retailers such as Amazon and individual company websites such as Fitbit.com.
General electronics stores such as Best Buy are becoming increasingly popular purchase points.
Development and changes in technology will influence future capabilities of tracking
devices and have the potential to be a differentiating factor among competitors. With such
advances, wearables may have the potential for greater use in health monitoring and help
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consumers manage their health and healthcare costs. The three industry factors that can still
differentiate one product from one another are price, features, and additional benefits such as
healthy lifestyle discounts. With the advent of newer startups providing similar low cost
products, price is expected to be a significant factor especially as the distribution begins to reach
price sensitive populations. This upheaval is already taking place with the entry of Chinese
tracking device makers, Xiaomi.
B. Competitive Set (Figure 1)
1) Strengths
As one of the first startups in the industry, Fitbit has been able accrue a huge advantage over
their more recent competitors. Their early entry has ensured wide brand awareness and a strong
userbase. Fitbit’s range of trackers have wide utility with capabilities to monitor the most
mundane of physical activities such as walking to a host of complex sports tracking such as
running, swimming, sleep, calorie use and consumption. The wide device portfolio provides
different designs, colors, and prices, therefore enhancing choice among consumers.
The development of employee wellness programs with companies such as Target will serve to
increase user base and loyalty. With wearable devices set to evolve into the mainstream
healthcare industry, Fitbit has established partnerships with health insurance companies on
programs that encourage physical activity in exchange for lower premiums. Fitbit has a vast
distribution network including direct sales from fitbit.com, and retail partners such as Amazon,
BestBuy, Target, Sports Authority, REI, and Dick’s Sporting Goods. This enhances consumer
access to the product.
2) Weaknesses
Compared to competitors such as Apple, Microsoft and Samsung, Fitbit has a single
profitable product line rather than a larger platform of products (i.e. computers, phones, etc).
Secondly, while their reputation is strong with regards to technology development, they are yet
to establish credibility in health and fitness as companies like Nike and Under Armour have
done. Thirdly, the relatively new entrance of FitBit into the fitness market puts them at a
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disadvantage when it comes to brand loyalty, as they simply haven’t had time to cultivate loyal
longterm customers like Apple, Adidas, etc.
3) Opportunities
There is great opportunity to expand corporate wellness programs that encourage fitness
tracking use by employees to include partnerships with organizations such as healthcare systems
that provide health benefits to thousands of employees and their relatives. With improved
capabilities, there is potential for expansion into health monitoring of cardiovascular, weight and
sleep conditions with the benefit of reducing hospital visits and admissions for purposes of
monitoring. Considering the nature and amount of data collected, Fitbit can cash in on
information sales to health insurance companies, medical fitness, and Universities (for research).
This must however be accompanied by investments in protecting consumer privacy.
4) Threats
Major threats to Fitbit’s position and growth are posed by newer startups such as Xiaomi
that offer lower price alternatives, as well as competitors like Apple whose fitness tracking
watches attract younger, more imageconscious consumers. In addition, the release of tracking
devices by wellknown brands with significant customer loyalty, like Nike, threaten FitBit’s
market position. These threats imply that FitBit has to stay on the edge of technological
advancement so as to keep ahead of the pack.
C. Industry Forecast
The wearables market maintained its upward trajectory in the first quarter of 2015 as new
vendors, including Apple, prepared to enter the market. A new forecast from the International
Data Corporation (
IDC
) Worldwide Quarterly Wearable Device Tracker estimates that 72.1
million wearable devices will be shipped in 2015, up a strong 173.3% from the 26.4 million units
shipped in 2014. Shipment volumes are expected to experience a compound annual growth rate
(CAGR) of 42.6% over the fiveyear forecast period, reaching 155.7 million units shipped in
2019 (see Figure 2). Those wearable devices which do not have third party apps are leading the
market trend. For example, Fitbit and Xiaomi have helped to shape the industry with their <$100
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wristbands, we could still see this trend growing for the rest of 2015 and over the next 5 years
(IDC, 06/2015).
This statistic provides a forecast for the market value of the wearable device market from
2010 to 2018. Wearable technology in the future is expected to include products such as Google
Glass and the iWatch as well as other medical technology (Statista, 2015). By 2018, it is
estimated that this market will be worth some 12.6 billion U.S. dollars (see Figure 3)
Wearable technology today mainly consists of devices and apparel/textiles. Glasses, jewelry,
headgear, belts, armwear, wristwear, legwear, footwear, skin patches, exoskeletons and etextiles
are all on the horizon and the device business is already large. As the wearable electronics
business powers from $20 billion in 2015 to a projected $70 billion in 2025, the dominant sector
will likely remain in health, which merges medicine, fitness and wellness. This sector has the
largest number of recognizable companies involved, including Apple, Nike, Fitbit, Reebok and
Roche behind the most promising new developments.
By the end of the coming decade, advanced informatics integrated with wearable
electronics could be prominent in the healthcare market, with new healthcare and informatics
devices promising billion dollar sales potential. However, truly disruptive new technology, in the
form of etextiles, may also begin to establish major sales in a few years’ time. Fashion,
industrial, commercial and military applications would burgeon as a consequence. On the other
hand, wearable infotainment will likely be increasingly commoditised by China, following its
commoditization of basic electronics wristwatches and earphones.
The world’s largest electronics, software, services and medical companies are among the
many giants clashing horns on this socalled “new mobile phone,” meaning the next potentially
huge market after mobile phones (though not likely a direct replacement). Indeed, the biggest
opportunity in the medical/health/fitness market could address many of the biggest challenges in
society today. Even software companies are saying “hardware is the new software,” as
applications can now be modules or hardwired disposables and the intellectual property of the
new hardware, such as sensing, energy harvesting/storing woven fibres, etc may be more
disruptive and easily protected. The huge wearable technology market is now entering a rapid
growth phase. The leading indicators of future wearable technology sales such as relevant
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Google Trends, patent filings over the years, incidence of diabetes (treatment being a major
sector of wearable technology already), cost reduction of the key enabling technologies, increase
in functionality, and initial sales of new smart wristwear including Samsung watch and fitness
monitors show that rapid growth is imminent in the industry (IDTechEx).
3. Marketing Strategy
A. Market Research
Wearable fitness trackers are gaining in popularity every year – in 2014, one in ten U.S.
adults owned a fitnesstracking device (Bogarty 2015). Fitness tracker consumers are
predominantly young or middleaged adults, educated, and highincome. National market
research data demonstrates that over 50% of fitness tracker owners are women, and of those
looking to purchase fitness trackers in the next year, women make up an even larger percentage
of the market (Insight Report 2015). Over 40% of fitness tracker owners make more than
$100,000 per year, and likely buyers follow similar highincome trends (Bogarty 2015, Insight
Report 2015). Those likely to purchase the devices are nearly 25% more likely to have an
associates degree or higher, when compared to the U.S. population as a whole (Insight Report
2015).
In spite of the popularity of fitness tracking devices, there is some evidence that sales
may be dropping off. As one industry analyst describes, “Activity trackers are here to stay for the
foreseeable future, but need to evolve to stay relevant. There needs to be more focus on features”
(Insight Report, 2015). To compliment previous market research on fitness tracking consumers
and get an idea of what kinds of features our current and potential customers may want, we
conducted a survey of current owners and nonowners of fitness tracking devices in the target
market. Our survey was distributed through a range of channels including University listservs,
Twitter, email, and Baltimore neighborhood forums. A total of 442 respondents took the survey.
Of those who responded, 83% were between the ages of 25 and 44, the target market for
fitness tracker purchasers. Just over 97% of respondents had an associate’s degree or higher, thus
our sample was consistent with educational attainment for the typical fitness tracker user. When
asked if they owned and regularly used a fitnesstracking device, 48% of respondents answered
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yes, and 52% answered no. Then respondents were split based on their response, and asked the
remaining survey questions regarding exercise frequency and fitness tracker feature preferences
based on whether they were a current user.
For those that own and are currently using a fitnesstracking device (n=214), 79%
exercise 23 times per week or more. When asked what features were most important when
purchasing their device, the most popular choices were ‘price,’ ‘physical appearance/color/style,’
and ‘number/type of activities tracked.’ Two of the most common responses that were not
offered as choices, but that respondents wrote in, were ‘getting the same brand as friends so as to
compete,’ and having a visible clock on the device. The device’s corresponding phone
application and the brand of the device were the least cited as most important features. The lack
of prioritization of brand was interesting, especially given that nearly 66% of respondents who
owned a fitnesstracking device owned a FitBit. This speaks to the fact that brandloyalty is less
important in the fitness tracking market than the device’s price point, appearance, and
functionality.
When asked about primary motivations for using the device, 66% of fitness tracker users
selected ‘motivation to be more active,’ followed by ‘tracking steps’ and ‘to improve my overall
health.’ The least selected options were ‘to meet a specific fitness goal,’ and ‘fun/enjoyment.’ Of
those that wrote in a response not provided as an option, many cited employer competitions and
incentives as a primary motivation. The final two questions asked of fitnesstracker owners
involved their interest in a new product. When given a list of options of new products/features,
respondents in this group were most interested in activity syncing with insurance companies and
fitness clubs in exchange for discounts on insurance premiums, copays, gym memberships and
apparel. The next most popular choice was fitnesstracking shoes
that could monitor weight,
track complex activities like rock climbing/cross training/kickboxing, suggest changes to running
and weight lifting form and gait, etc. When asked about the preferred location of the new product
on the body, wrist was by far the most popular, with integrally attached to/built into clothing’
being the second most popular option.
Of the respondents that do not currently own and regularly use a fitness tracker (n=222),
68%
exercise 23 times per week or more. This figure is 11% less than for fitness tracker owners.
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When given options of reasons for not owning a fitness tracking device, 38% of respondents said
they were too expensive, followed by 27% who said they tracked their fitness in other ways, and
27% who were not interested in tracking their fitness. Some interesting writein responses for not
using a tracker included confusion about the different options/benefits in each tracker, the
inability of the tracker to capture specific activities (cited examples included cycling, barre class,
volleyball, and weightlifting), and not wanting to be reliant on an additional device. When given
the list of options of new products/features and asked which they would be most interested in,
respondents in the nonowner group had similar responses to those in the owner group, being
most interested in activity syncing with insurance companies and fitness clubs, followed by
fitness tracking shoes. Interestingly, preferred location differed somewhat for the nonowner
group – though most respondents still cited their wrist as the best location for a device, their
second and third choices were ‘clipped to shoe’ and ‘built into shoe,’ with several women
suggesting a device that attaches to their sports bra, and/or one that could also be used as a
hairtie.
B. Segmentation, Targeting, and Positioning (STP)
In contrast to FitBit’s current target segmentation based on fitness level that brands the
Charge ($130) for casual exercisers, and the Charge HR ($150) and Surge ($250) for the more
serious fitnesscentered consumers (Copernicus 2015), we plan on targeting by fitness level, age,
gender (specifically targeting women), income, and education.
Based on our survey, it appears that a large portion of fitness band consumers exercise
frequently but are nonathletes, are in their young to middle age (2544 years old), uppermiddle
class, and educated (associate’s degree or higher) healthconscious women. These results are
further supported by a recent study conducted by The NPD Group’s April 2015 Connected
Intelligence Wearables Forecast. According to NPD, a consumer of a fitness band (when
compared to the average consumer) is 14% more likely to be a woman, 69% more likely to be
between 1844 years old, 29% more likely to have a household income over $100K, 24% more
likely to have an associate degree or higher, and is 23% more likely to be a parent (Civic
Science, 2015). Potential consumers who showed interest in purchasing a wearable fitness
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tracker reported being 46% more likely to play or watch sports, and 29% more likely than
average to exercise multiple times per week (Civic Science, 2015).
Potential fitness band consumers are twice as likely to purchase organic food every
chance they get, 22% more likely to purchase locally grown food every chance they get, and
38% more likely to say GMOs affects their grocery purchases the majority of the time (Civic
Science, 2015). Potential fitness band consumers are 56% more likely to be influenced by
comments or recommendations on social media, 56% more likely to own an Apple iPhone, 31%
more likely to own a tablet computer, and 36% more likely to own an eReader. (Civic Science,
2015). From our marketing research in segmentation in the wearable industry and our consumer
survey we were able to segment the market into five categories: fitness activity, age, gender,
income, and education level (Figure 4).
We learned from our survey that price is one of the most important factors in determining
purchase of a wearable tracking device. In that regard, competing on price with our Chinese
competitor (Xiaomi) is a difficult endeavor given that their products retail at a significant
discount compared to FitBit products. However, Xiaomi products have limited features.
Therefore, FitBit should compete based on features including bundled benefits, corporate
partnerships, and product design. In that regard, as we can see in figure 5, FitBit is similar in
price and features (design, heart rate monitoring, sleep cycle monitoring, integration with smart
phone or computer software, etc) to competitors such as Garmin, Samsung, and Jawbone. Apple
is not on that list as its price point is significantly higher, and its technology as a platform for
third party applications makes it a premium product that, like the iPhone, is not likely to change
its pricing strategy.
C. Objectives and Strategy
Our objective is to help FitBit maintain its leader’s position in the wearables industry and
reclaim a portion of the market share that the company has lost to competitors. FitBit has
cleverly divided its product line on the basis of price with the value fitness trackers labeled
“Everyday Fitness”, the moderately priced category labeled “Active Fitness” and the premium
category labeled “Performance Fitness”. Based on the analysis we know that our current target
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market is primarily females 3044 years old, individuals with above average income, techsavvy
individuals, and people who wants to get in shape in potential market. Therefore, our new
strategies are:
increase awareness of the product and brand
remain a market leader
target new segment on women from 3344 and men from 3044
Add new features on the product, i.e. camera, social network direct link, etc
Include more personalizing options to increase the FIT community awareness
More color options for bands and customized options
In terms of distribution and promotion, we are going to continue the current positioning at
retailers and partner with gyms, fitness stores and corporate to:
provide employees with Fitbits
train employees on benefits the product can bring for fitness
In the US, 9% of adults already own a fitness tracker and 11% of adults are likely to
purchase a wearable fitness tracker next year. Furthermore, an additional 9% of adults remain
unsure, signaling potential increased growth if we manage to convince the yetundecided buyers
to purchase a device (Civic Science, 2015).
Since the release of its first fitness tracker in 2009, FitBit has seen explosive growth with
nearly $750 million in sales in 2014 (Rock Health, 2015). Yearoveryear growth from 2014 to
2015 is at 158.8% growth for FitBit, with an overall fitness band market increase of 223.2%
(IDC, 2015). Currently FitBit has the largest share of the fitness band market at 24.5% followed
by Apple (19.9%), Xiaomi (17.1%), Garmin (3.9%), Samsung (3.3%), and Others (31.5%) (IDC,
2015) The wearable market is constantly evolving and currently the biggest threat is the
expansion of the smartwatch market. However, FitBit can remain competitive by targeting a
niche market. Based on our analysis, the most profitable segments to target are fitness enthusiasts
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as well as middleclass educated middleaged women. We will adopt a multisegment targeting
focus.
Based on the income statement from the last quarter of 2015, we notice an almost 12%
2016 revenue could be over 2.53 million by implementing our strategy. Also anticipated
marketing and advertising budget could be 2x higher than 2015’s number and could be near 0.3
million (see Figure 6).
4. Marketing Mix
The product/service we’re proposing for FitBit is the development of exclusive strategic
partnerships with health insurance companies and health clubs nationwide. These contracts will
allow current and new FitBit users to be able to sign up with their participating insurer or health
club to share health tracking data. FitBit will help companies develop the proper technology to
receive and track this information for each beneficiary/member. Since signing up to participate
will be voluntary, privacy concerns will be avoided and only those users wishing to share data
will be tracked by insurers and gyms.
Through these partnerships, FitBit users will receive discounts on their copays,
deductibles, and premiums (in the case of health insurers) as well as membership fees, classes,
and apparel (at health clubs/gyms) for meeting certain fitness goals as tracked by FitBit. The
FitBit partnership will help fitness clubs attract new members, and FitBit will gain the rights to
companies better understand their beneficiaries, track health and demographic information, and
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run. In addition to making money for health clubs and insurers, the discounts for consumers will
both encourage healthier behavior, help develop brand loyalty for FitBit, and increase sales for
care discounts for consumers may even incentivize them to purchase slightly more expensive
fitness tracking bands, allowing FitBit to slightly raise their prices over competitors, and/or
develop better, more costly technology for their bands.
FitBit users will be able to set up their personal data sharing with insurance companies
and fitness clubs online. Websites for large participating insurers, like Aetna and Blue Cross
Blue Shield, will include a signup page for FitBit users where they can enter in their FitBit
tracking number and select the kinds of data they consent to sharing. This site will include
information on the various benefits and discounts that beneficiaries receive for reaching certain
activity levels. Those signing up to sync data with health and fitness clubs can either do so
online, or in person when they sign up for a membership at their participating club. Each gym
can determine eligibility for discounts based on their own metrics, host special challenges, have
members compete against one another, etc.
with insurance companies and fitness clubs. TV, radio, and print ads can give them a head start,
though fortunately given the benefits of these partnerships to insurance companies and gyms,
those entities would assist with a large portion of the promotion. Insurance companies would
advertise the FitBit collaboration on their websites, mailed brochures, and on the Affordable
Care Act Insurance Exchange websites as an added benefit. Physicians and healthcare providers
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weight/improve health outcomes, which would have wide ranging benefits for patients, providers
and health system costs. Gyms and fitness clubs would advertise their FitBit collaboration when
promoting newmember signups, in the gym itself, and on promotional online and print
advertisements.
The forging of strategic partnerships with insurers and fitness clubs is a winwin for
FitBit, these private sector companies, and consumers themselves. It would allow FitBit to
to increase membership and encourage increased use of classes and purchase of apparel, and
consumers to save money and improve their fitness and health. An added benefit is the
promotional capacity of insurers and gyms, who will help roll out this new feature and build
FitBit’s brand.
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Appendix:
Strengths Weaknesses
● Versatile application ( can monitor calories, ● Plain design (need to continuously match
exercise, sleep blood pressure, heart rate functionality with fashion)
● Broad device portfolio across different users ● Low credibility in health
and prices ( flex, charge, charge HR, Surge) ● Unestablished brand in health and fitness
● First mover advantage (built brand awareness (compared to Nike and Under Armour)
ahead of wouldbe competitors) ● Basic wearable instead of smart wearable with
● Advanced analytics allowing social network third party applications (ex: Apple Watch)
among users to compare, compete and ● Single profitable product line rather than
motivate) platform of products
● Corporate wellness partnerships e. g Target
● Established Distribution networks
● Platform is compatible with a large number of
applications
Opportunities Threats
● Can expand corporate wellness market ● New startups (low price alternatives)
● Technology can be applied in professional ● Established brand names e. g Apple entering
health monitoring ( cardiovascular conditions, the wearables market
weight problems, sleep problems) ● Low price alternatives entering market (ex:
● Sale of data (academic and industry research Xiaomi)
insurance medical fitness)
● Opportunity to position themselves as leaders
in health and fitness through selfmonitoring
Figure 1: A Summary SWOT Analysis
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Product Category 2014 2015 2019 2015 2014
Shipments Shipments Shipments YearOver 2019
Year CAGR
Growth
Figure 2:
Worldwide Wearable Device Shipments, YearOverYear Growth and CAGR by
Product Category, 2014, 2015, and 2019 (Units in Millions)
Figure 3: Wearable Market Value
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Figure 4: Market Segmentation in the Wearable Market
Figure 5: Positioning in Basic Wearable Market
FITBIT, INC.
Condensed Consolidated Statements of Operations
(In thousands, except per share amounts)
(unaudited)
Nine Months Ended
September 30,
2015 2014
Cost of revenue
593,664 188,486
Gross profit
552,764 186,763
Operating expenses:
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Research and development
95,808 35,842
Sales and marketing
178,672 42,123
General and administrative
48,327 23,909
Change in contingent consideration
(7,704 ) —
Total operating expenses
315,103 101,874
Operating income
237,661 84,889
Interest expense, net (1,062 ) (1,541)
Other expense, net (59,129 ) (7,722)
Income before income taxes
177,470 75,626
Income tax expense (benefit)
65,958 (16,911)
Net income
111,512 92,537
Figure 6: Fitbit Income Statement, Sep 2015 (partial)
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