Athos Product Concept Generation

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PHASE 2 By Ray Ablao, Paul Gabriel, Phillip Lam, Elliot Mar, and Ariana Wong

Transcript of Athos Product Concept Generation

Page 1: Athos Product Concept Generation

PHASE 2By

Ray Ablao, Paul Gabriel, Phillip Lam, Elliot Mar, and Ariana Wong

Page 2: Athos Product Concept Generation

Athos

Athos is in a thriving industry where the explosion of the Internet of

Things converges with smart fitness wearables. In this space, Athos has

distinguished themselves well ahead of competitors by providing the most

innovative and advanced smart wearable garment that monitors a user’s

biometric signals and then converts them into powerful insights through a

mobile app. There were many considerations when brainstorming for the

next iteration of the product, since space allowed for much freedom in

design and innovation. The use of the Product Attribute List gave much

insight into our current product characteristics (Exhibit A). The Competitive

Product Analysis gave our team the ability to compare our product’s

attributes against leading rivals (Exhibit B). Lastly, the Utility Map gave us

the ability to view the competitive landscape at a macro-level, providing us

the perspective of our competitive advantages and disadvantages

throughout the entire Buyer Experience (Exhibit C). The application of

these three models contributed to and drove the ideation of new concepts.

Concept Generation/Evaluation

The 3 Concepts that the team generated from the ideation stage were:

Athos as a Platform, Athos APEX, and Athos ACTIVE. Athos Platform utilizes

the Addition Method, expanding the product as a software platform.

Features in this concept would be providing an open API, Android

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Operating System Support, as well as Software Development Kits for both

the iOS and Android platform. Athos APEX also incorporates the Addition

strategy, extending the coverage of the current shirt and shorts to an entire

bodysuit. This allows the garment to run more sensors and provides the

ability to measure the muscle activity of abs, forearms, and calves in

addition to the existing muscle groups. The last concept, Athos ACTIVE,

uses the Subtraction Method, which reduces the amount of sensors and

fabric in the form of a sleeveless shirt. The criteria that these concepts are

judged against are: Time to Market, Market Penetration, and Risk.

Applications of evaluation and screening tools will be used to select the best

product that satisfies the criterion.

The first tool, the Product Radar Chart, exposes the concept feasibility

and their potential risks (Exhibit D1, D2). The Athos Platform concept

provides high value in the areas of Strategic Value, Competitive

Sustainability, and Innovation. This concept is crucial to the company’s

future success as Athos has platform-providence. However, the investments

in developing the systems and services to support a platform greatly

increases the company’s Time to Market, Operational Risk, Technical Risk,

and Investment Intensity. The Athos Apex plays upon the company’s Core

Competencies and has very low Technical Risk. The long sleeves, extension

of the lower garment, and addition of sensors will not have much effect to

the firm’s current operation and production, but the Customer Value for this

concept isn’t as compelling as the others, due to the price sensitivity of our

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customer base. The Athos ACTIVE generates the most Customer and

Strategic Value and has the least amount of Operational and Technical

Risks. Leveraging their existing Core Competencies, Athos can offer a

product that has fewer features, the same functionality, and a decreased

price all while reducing the Time to Market and development costs.

In order to evaluate how our 3 product concepts stacked up against

each other, we did multiple RWW tests to vet those ideas (Exhibits F1, F2,

F3). We put our products through the RWW framework and found that

addition and subtraction were equally viable for our target market

segments over a software platform given our capabilities. Due to the price

sensitivity of our customers, we opted to go with subtraction. This RWW

gave us a failure percentage range that allowed us to calculate what our

ECV would be given our success/failure percentage.

We conducted an NPVR analysis using data from a market research

report from Kalorama for the subtraction product in 2 relevant segments;

injury prevention/rehabilitation, and lifestyle/fitness (Exhibits E1, E2). The

injury prevention/rehab market gave us an NPVR of $3.6B for

lifestyle/fitness and $497M for injury prevention/rehab, prior to risk

analysis. We deemed our presence in injury prevention/rehabilitation to be

more substantial, since our current partnerships with professional sports

teams would accurately illustrate that point. The more difficult market to

crack would be the lifestyle/fitness segment, which we addressed by giving

an R rating of 72% as opposed to the injury prevention market R of 86%.

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The risk ratings we thought accurately reflected the amount of risk that

would be present when moving into these adjacent markets. After NPVR,

the injury prevention/rehab segment was valued at $2.6B, and the

lifestyle/fitness segment was valued at $427M for the years 2016-2020.

Given all of these factors, we put our expected commercial value

range at $1.8B-$2.2B for 2016-2020 given a 10% discount rate (Exhibit F4).

Each market segment had a different assumed market penetration

percentage to reflect the difficulty of breaking into each segment. We also

assumed that the percentage of each segment would remain the same in the

overall market as the market grew, since there was no data or trend

analysis. One factor that was not taken into account was price sensitivity

amongst the three products, as we assumed that Athos as a company would

be able to penetrate the market with any product they chose given their

capabilities. When selecting amongst the three concepts, our chosen

concept itself will have to either be the market leader (~40%) by 2020 in

our target market or pull in $1B in revenue (NPV, non-risk adjusted, non-

ECV, single year) by 2020 given a 10% discount rate in order to be viable.

The concept will also need to retain the same functionality as the current

product offering. Out of our three concepts, Athos ACTIVE best meets the

criterion.

Voice of the Customer

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The unmet need being addressed by our new product concept is

workout performance metrics by means of a smart garment and phone app

all at an affordable price point. In order to confirm this need, we will

conduct 30 one on one interviews for around 45 minutes each in 1 hr.

intervals. Our decision is backed up by a study by Griffin and Hauser, which

revealed that this quantity of interviews paired with this specific time length

generated 100% of all needs (Katz). Individual interviews would be the most

insightful at this point in the “Idea Generation” stage as it allows each

participant to go off on tangents and generate a broad list of detailed needs

(Katz). In determining which consumers to include in our study, we will

choose interviewees based on whether or not they have an influence in the

decision making process of purchasing the product and whether they come

into contact with the product. Therefore, we will include elite and average

athletes, any retailer/distributor that may be interested in selling the

product, and users of competing products (i.e. Fitbit, Hexoskin, etc). The

interviews will be conducted in a combination of on-site facilities (i.e.

athletic facility) and at a central location (i.e. market research facility). On-

site will allow for observation of the customer actually using the product

and will provide more insight as it pertains to their needs. All interviews will

be tape-recorded and performed face-to-face as to be able to read any facial

cues and better understand any functional usability issues that the user

might be facing.

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Our interview guide or VOC questionnaire will allow us to gauge what

the needs are and hone in on those more pertinent needs (Exhibit G). Our

VOC questionnaire is focused on encouraging the participants to share their

stories and experiences with the product (Katz). When necessary,

interviewers will ask open-ended, indirect questions in conjunction with

relevant questions on the VOC questionnaire to entice users to go in depth.

After compiling all the respondent’s transcripts, a team of Athos

employees from different functions will extract the needs statements.

Shortly thereafter, we will create an affinity diagram and find customers to

aid in the diagramming process so that the needs will be sorted in a manner

consistent with the way a customer uses the product (Katz). Then, a focus

group would be conducted with the affinity diagram participants so they

have the opportunity to vocalize how they organized the needs in that

specific manner. Lastly, we will create a survey so that consumers can rate

each need based on importance and satisfaction. This will allow us to gauge

any potential areas of improvement. This market research strategy will

allow us to generate a comprehensive, prioritized list of the customers

wants and needs.

Athos ACTIVE

Athos’s mission statement is simply, “To help people train more

effectively to reach their fitness goals”. The current version of the Athos

garment offers industry leading smart performance apparel that monitors a

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user’s biosignals and presents the data in a meaningful way. From a

competitive standpoint, our Competitive Product Analysis highlights that

Athos is the technology leader in the smart wearable space (Exhibit B).

Being the only company in the entire industry that offers EMG sensors that

measures muscle exertion and utilization, the Athos product retails for

$549, a whopping 37.5% more than the next highest priced competitive

product. The current flagship Athos is targeted at a more hardcore

audience, given its features and price point. Athos’s new product will

deliver the same cutting-edge technology, but packaged with less sensors

and at a lower price. Athos is on course in helping the world train more

effectively. The introduction of ACTIVE will allow Athos to tap into the $2.8

billion market in North America alone (Exhibit E2), allowing Athos to

increase brand awareness.

Based on the Utility Map, Athos has proficiency in the Six Utilities

Levers throughout the Six Stages of the Buyer Experience when compared

to leading competitors (Exhibit C). The company offered a sleek website

that had intuitive user interface, an iOS app that was leaps and bounds

better than competition, and utilizes the EMG technology that not only

increases user productivity but also helps decrease the risk of muscle

injury. The only area of improvement for the Athos garment was at the

convergence of Maintenance/Post Purchase Stage and the Simplicity Lever.

The Athos shirt and shorts were hand-wash only, whereas competing

garments in this space were machine washable. Athos’s new product will be

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redesigned to be machine-washable, ensuring that their product is superior

than competitors in every way, shape, and form.

Applying the Total Product Concept, Athos’s new product line is

aligned with the firm’s Core Product. Utilizing the same great technology

found in their flagship line, this new product simply extends the company’s

reach to untapped market segments. The Actual Product is a sleeveless shirt

and short garment set that is lighter, machine washable, while sporting less

sensors. Other services that augment this product are warranty, free-

delivery, customer support, self-service support, and iOS app updates with

new features and bug fixes. Details of the execution of the Athos ACTIVE

could be found in the Product Protocol Exhibit I.

Concept Testing

In order to gain an accurate assessment of our new concept, we have

created a survey that gauges customer feelings towards pricing, purchasing

intentions, and product diagnostics (Exhibit M). It will allow us to evaluate

any product weaknesses that can be fixed before the product is launched.

Our concept is outlined in the survey; with the new product being

comprised of 6 EMG and 2 HR sensors in the upper body and 8 EMG and 0

HR sensors in the lower body.

Similar to our market research strategy, we will include a random

sample of current customers of the product, customers of competing

products, and in general anyone looking for a healthy lifestyle. Our concept

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testing survey will be sent via the Internet or mail, as it is not necessary to

be face to face with a participant. We will also post our survey on Amazon

Mechanical Turk and charge $0.25 per survey to maximize the number of

responses attained.

In addition to our survey, we will conduct a choice-based conjoint

analysis (Exhibit H), which will provide us with insights as to how our

customers evaluate the product based on prices and the different muscle

groups tracked. Since the current product already has very few features

(i.e. apparel, app, core), we decided that the number of sensors would be

the only attribute that can be altered that would make a difference to the

consumer. The functionalities of the app should remain the same since the

products main differentiators are provided to the customer by the app. The

conjoint analysis focuses on those muscle groups that are most utilized by

an average athlete (i.e. runners, triathletes).

Once we have received a substantial quantity of completed surveys

including conjoint analysis surveys, we will analyze the data compiled by

Qualtrics. For instance, we will compile the responses regarding purchase

intent in order to determine what percentage of customers are most likely

to purchase. Our concept testing survey including our conjoint analysis

questionnaire will reveal customers reactions to the new concept as well as

the best combination of attributes and price.

Product Roadmap

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The current target market is aimed at professional athletes or semi

professional extreme sports athlete. At this time, our estimations (Exhibit

E2) show our total available market growing from $3B this year to over $5B

in 2020, in North America for injury rehab and lifestyle fitness segments

together. With Athos’s biggest partnership currently being the Golden State

Warriors, selling to the public is something that comes second as a priority

as product development continues to evolve. At this time, the product is

available to the public for purchase through the website, but is not actively

marketed by the company with any substantial investment. As the product

roadmap continues to be developed, we see that there will be two channels

that Athos will sell to, with an emphasis on their largest growth market, the

amateur athlete.

Moving into the new go to market strategy, the focus will be in the

main consumer channel of amateur athletes and general health consumers.

While Athos must work to get more penetration with other sports

professionals, any new customers or partners that they find here will be

agreed upon as a marketing strategy that they can use to address the larger

pool or the total market. As Athos continues to develop its platform, this

type of offering to professional sports teams can change, especially when

they’ve achieved a reputation for product differentiation. The ultimate goal

of selling these partnerships into this channel would be to become the gold

standard of professional training wearable technology. In the long term,

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gyms and personal trainers as clients would help strengthen the brand

image, Athos’s reputation, and increase brand awareness.

The main growth area would be with casual to avid athletes who are

looking for more than what they are currently getting with other wearable

devices like FitBit and Jawbone. The offering can start off in a more focused

segment, but the idea of building a platform of products based on the same

technology (the sensors) creates a long-term roadmap for the company to

build upon. Ultimately, the plan would be to develop specific products for

marathoners, swimmers, cyclists, and strength trainers, providing each

slightly different but highly relevant data and analytics that the respective

users would find useful and valuable. The benefits that customers would be

looking for here would be to get more analytics around specific

performance or progress on projects they are working on. For example,

marathoners would want to track their long distance endurance by getting

readings on muscle utilization in their legs. This type of data is not

something that an average amateur athlete would find useful but would

have no way of getting today, and this is the value that we would be able to

push with an entire product line moving into the future. By marketing a

product that is addressing the price sensitivity of the market while

capitalizing on new technology that isn’t available elsewhere, we feel that

this would give us the capital we’d need to continue to develop our product

roadmap.

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As mentioned, the product roadmap would focus on the core

technology first. Developing a platform that centers around two pieces of

technology, sensors and software systems needed to deliver a robust and

user-friendly experience. Most of the upfront R&D will be on the sensor

technology. Then, as we continue to improve our performance, we will

conduct market research to personalize the data and develop the software

and application for it as well. Within the first two years, we’ll be able to

focus on building out sport specific apparel that leverages the power of this

platform.

This project has a 3-month roadmap consisting of designing, testing,

and manufacturing for the first, second, and third month, respectively. A

project team of 7 people: 1 PM, 4 engineers, 2 marketers is the resource

requirement to bring this project to fruition. A long-term goal of Athos is to

develop a technology platform that consists of an open API and SDKs to

sync other wearable devices to the Athos app. In addition they should begin

developing the app to be compatible with Android devices.

Portfolio, Project, and Platform Planning

The overall strategy for Athos is to be the industry leader by means of

penetrating the global market and strengthening their brand equity. The

current product portfolio is comprised of 1 product line with some product

depth: wearable shirts and pants for men and women, each available in 6

different sizes and the Athos Core. Since Athos currently has 1 million

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orders on backfill, we believe the next product line will outperform the

existing one mainly because it targets a much larger audience.

To avoid betting all our chips on a single product line, we believe

diversifying and adding to the product mix with a new platform is the

answer to mitigate risk. To start we derived objectives that the new

platform must meet in order to have a healthy ROI (Exhibit K). These

objectives align with Athos’s overall strategy, the voice of the customer, and

considers industry trends and risks. The wearable industry has been

experiencing steady growth and will continue to do so as more people

become health conscious. This is an opportunity for Athos to reach a new

larger market by providing a solution to an unmet need.

Value proposition

For individuals who are seeking or maintaining a healthy lifestyle,

ACTIVE provides users with muscle activity metrics that can be used to

increase workout performance and accelerate recovery. Unlike its

competitors, ACTIVE is a lightweight, comfortable and machine washable

garment equipped with cutting edge technology to help you get the most

out of your workout.  

The ACTIVE platform essentially uses the same Athos core technology

with additional features such as machine washable and lightweight

material. The key differentiator for the ACTIVE platform and the current

product offering is the ACTIVE line will use 38% less sensors, and therefore,

will be offered at a lower price point, 27% less.

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After one quarter of ACTIVE being on the market, the portfolio should

be assessed for success and sustainability. Revenue and operating income

will be the metric to measure success and customer feedback will be used

to help develop future products. Using the Merwyn Translation Journal and

Feature Benefit chart, we conclude that introducing a more affordable,

lightweight, machine washable garment will meet the needs of active

individuals who will now be able and willing to purchase (Exhibit L). As a

result, the addition of the ACTIVE product line will enhance the

performance of Athos’s product portfolio by reducing risk and facilitating

the overall strategy.

APPENDIX

Exhibit A: Product Attribute List

Athos Core:● Battery life (10 hr)● Battery Charge Time● Impact Resistant● Water Resistant

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Athos App:● Compatible with iOS● Only in English

Garment:● Compression fit● Ergonomics/Fit● Comfort● Style● Stretchability (4-way stretch)● Sun Blocking (UPF 50)● Biomonitoring● Sweat wicking● Machine Washable● Core weighs less than 2g● Color (Black)● Impact Protection● Odor Resistance● Drying (Machine Dry or Hang

Dry?)● Quick Drying● Durability (Snagging, easy to

tear)● Water Resistant

Exhibit B: Competitive Product Analysis

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Metrics Competitive Product Analysis

Athos OMSignal Hexoskin UA HealthBox

Price $549 for full body suit + 1 core

$199 for shirt, box, and app

$399 for shirt + 1 core $400 for entire healthBox

Product Package

Shirt, Shorts, and 1 EMG core, mobile app

One shirt, one box, and mobile app

Shirts (Men’s, Women’s, Junior’s)

Scale, Wrist Wearable, and Heart Monitor

Product Claims

Improves muscle asymmetry, balance, allows athletes to tailor workout to suit fitness goals, prevents injury

Comfortable wearable to improve fitness through tracking heart rate, cadence, distance, and caloric burn

Measures heart rate, variability, breathing rate, breathing volume, activity, and sleep

Allows you to stay healthy, and live longer.

Target Consumer

All Athletes concerned about fitness

Fitness enthusiast, and Runners

Athletes, Health Researchers, Space Researchers

All people concerned about health

Brand Positioning

Fitness and Training

Fitness and Training Health and Fitness Health and Fitness

Hardware Features (what it measures)

EMG-Measures muscle exertion/utilization by region, heart rate, respiration rate, calories burned, motion, breathing patterns

Measures vO2, heart rate, breathing rate, breathing volume and balance, activity intensity, calories

ECG-measures heart rate, respiration rate, VO2 Max, activity (steps, cadence, acceleration), calories, sleep patterns

Measures heart rate, REM cycle (sleep), steps

# of sensors Shirt- 12 EMG (muscle), 2 heart rate, 2 breathingShorts- 8 EMG, 4 heart rate

Movement sensor, heart rate sensor, breathing sensor, GPS

3 ECG “cardiac” sensors, 2 breathing sensors, 1 movement sensor

UA Scale: 4, 396 lbs maxUA Heart Rate: 1 on skinUA Band: 1 on skin

Fabric Specs

UPF 50, compression fit, 4-way stretch weave, flat stream construction, warp knit

Machine washable Italian fabric, UV protection, machine- washable, lightweight, anti-odor, water resistant

N/A

Mobile Platform

Yes (iOS) iOS Android, iOS Android, iOS

Desktop Web Platform

No No Yes Yes (MyFitnessPal)

SDK (Software Developmen

No In Development Yes (iOS/Android) Yes (iOS/Android)

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t Kit)

Open API No In Development Yes Yes

Product Line Length

1, can be split (just shirt, or just pants)

1 1 1, 3 if scale, wristband and heart monitor are counted as separate

Battery Life 10 hours (Core) 14-16 hours or one full day

14 hours UA Band: 110 mAh (up to 5 days)UA Scale: 4 x AAUA Heart Rate: 220 mAh (up to 365 hours)

Citation (“Best Fitness Tracker”) “Under Armour HealthBox Fitness Tracking System”

Exhibit C: Buyer Utility Map

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Exhibit D1: Product Radar Chart

Exhibit D2: Product Radar Table

Attribute Concept 1: Athos Platform

Concept 2: Athos Apex

Concept 3: Athos Active

Customer Value 6 5 8Strategic Value 8 4 9Competitive Sustainability

8 6 7

Innovation 9 5 5Core Competency 4 10 10Time to Market 2 7 8Investment 10 4 3

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IntensityOperational Risk 8 3 2Marketing Risk 3 3 3Technical Risk 10 2 1

Exhibit E1: NPVR (inj/rehab segment)

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Exhibit E2: NPVR (lifestyle fitness segment)

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Exhibit F1: RWW (subtraction)

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Exhibit F2: RWW (addition)

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Exhibit F3: RWW (platform)

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Exhibit F4: ECV (subtraction, addition, platform)

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Exhibit G: VOC Questionnaire

VOC Questionnaire (i.e. Interview Guide)

My name is (name of interviewer) and I’m a part of the Athos team located in Redwood City. First, I want to thank you for your participation in this study.

Let me start off by explaining our goal in conducting this interview. My team and I are working on creating a new smart fitness wearable (i.e. fitbit, nike fuel band, etc). We will start off with a series of one-on-one interviews, each lasting around 45 minutes. Our aim is to learn about your experiences with smart fitness wearables that you have previously seen or owned. We want to hear about your likes, dislikes, wants, needs and any improvements that would make the product better and your life easier.

I have created an outline of topics I would like to cover, but feel free to talk about anything that comes to mind that you think is important to discuss. There are no right or wrong answers.

Any questions before we begin?

1. First tell me a little bit about yourself-- What do you like to do for fun (i.e. hobbies)?

2. Now, tell me about your hobbies, more specifically any fitness-oriented activities you participate in.

3. Tell me about any smart fitness products you use in conjunction with your workout.

4. What does the product look or feel like? What features does it have?5. What do you like about it and what do you dislike about it? Why?6. How does it compare to other products you have seen on the market?

What makes it better or worse?7. Tell me about the best experience you ever had with this smart fitness

product, one that helped you improve your workout. Now tell me about the worse experience you ever had with a fitness product, one that made your workout experience worse.

8. What are some things you do while working out that this smart fitness product enhances or makes more difficult? Why is that?

9. What are some of the things that make one smart fitness product more effective than others? More functional/user-friendly? More insightful? More aesthetically pleasing? More complicated? Better quality? Is there anything else that would make this smart fitness product more desirable than another?

10. If you could change one or two things about your smart fitness product,

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what would they be? Why would that be better?11.Is there anything else you would like to share about smart fitness products

or is there anything you thought I was going to ask you about but I didn’t?

Thanks!

Exhibit H: Conjoint Analysis

Conjoint Analysis

If you were in the market for smart fitness apparel and these were your only alternatives, which would you pick? (HR- measures heart rate, EMG-measures muscle activity)

With this quantity of upper body sensors...

12 EMG(Pectoralis Major, Latissimus Dorsi, Trapezius, Back Deltoids, Biceps, triceps)2HR

6 EMG(Pectoralis Major, Latissimus Dorsi, Trapezius)2HR

6 EMG(Pectoralis Major, Latissimus Dorsi, Trapezius)2HR

With this quantity of lower body sensors...

8 EMG(Glutes, Hamstring, Inside/Outside Quadriceps)HR

8 EMG(Glutes, Hamstring Complex, Inside/Outside Quadriceps)0 HR

6 EMG(Glutes, Hamstring Complex, Quadriceps) 0HR

With this price... $499 $399 $349

Exhibit I: Product Protocol

Target Market Athos’s target market are athletes in the Lifestyle and Fitness Industry. This our new product, we are reaching out to more casual or amatuer athletes with a product that the same cutting edge technology but at a lower price

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point.

Product Positioning Athos offers high-end smart wearable garment while adapting industry leading sensor technology (EMG) to help all users be effective and reach their fitness goals.

Product Attributes The product will provide measurements of the following muscle groups (pecs, lats, etc..) through EMG technology and must retail for $400.The new garments will be machine washable, and lighter weight than the flagship model with less sensors and textile.

Competitive Comparison

Competitors that are making smart wearable garments are OMSignal and Hexoskin, indirect are UAHealthBox, FitBit, Jawbone (Exhibit B)

Augmentation Dimensions

The garment will come with a 90 days warranty for both the sleeveless top and bottom. We will be offering 1 year warranty on the hardware, which is comprised of the Core, charging cradle, and USB cable. Customer service support will be offered via email, while the Self-serve Support will be a web-based service that will cover Technical/Troubleshooting guides of the garment, core and app, as well as Frequently Asked Questions. Athos will continue to uphold quality and usability by releasing iOS app updates on a monthly cadence with new features and bug fixes.

Timing Development of the Athos ACTIVE garment will start immediately will take 3 months to complete. The first batch should be ready by August 2016 which will benefit from the Sport Apparel Seasonality of high sales during the months of September - January. (Exhibt J)

Marketing Requirements

The announcement will be made at mobile technology and fitness conventions such as AppsWorld, Mobile World Congress, & FitExpo.

● On the Social front, we will focus on the

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main social networking platforms of Facebook, Twitter, Pinterest, and Instagram. We will leverage “Influencers” to use, review, and champion our products. This byproduct of this are web blogs, vlogs, tweets, pins and shares.

● Digital Ads will work with technology and fitness content sites such as Engadget, Re/code, Techcrunch, Gizmodo, Fit Bottomed Girls, and Nerd Fitness to release press articles and review articles. Pre-release products will be sent to these companies for exclusive review. This will also be accompanied by both mobile and desktop ads.

● Traditional Print Ads will work with fitness and technology magazines to showcase our product.

Financial Requirements Development should not cost more than $185,00. Breakeven point will be accomplished during 3rd quarter of releasing the product.

Production Requirements

● After the announcement of the go live date, supply rate should meet the demand rate.

● Garment must pass Quality Standards, without exceptions

Regulatory Requirements

Regulations will be derived from many sources and will vary depending on localities and states.

Corporate Strategy Requirements

We are seeking market penetration of the “Amatuer” market segment of the Lifestyle and Fitness Industry & sustain our reputation as the innovation leader in the space.

Potholes The project have potential potholes.● Risk of low adoption rate● Risk of manufacturing shortage or surplus

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● Risk of not accomplishing break-even point

Exhibit J: Sports Apparel Sales -Market Realist

Exhibit K- Objectives

Objectives

Leverage current technology

Offer an affordable product

Diversify Risk

Target new market

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Strong Marketing Penetration

Increase brand awareness

Exhibit L- Merwyn Translation Journal and Feature Benefit Card

Merwyn Translation Journal

Question Answer

In one sentence what is your innovation?

Athos has created affordable lightweight smart garments that is machine washable that the consumer market can confidently buy and use.

Technically, what is most exciting about your innovation?

The garment still captures valuable and usable data with less sensors

Technically, what is novel and not obvious about your innovation? For the first time ever it is now possible to…

To track the behavior of muscle activity during exercise for specific muscle groups. In addition, a smart garment with embedded sensors is not machine washable.

What product/service does your innovation enable that wasnʼt possible before?

Gives insight into how effective exercises are being performed by using EMG technology.

What does your innovation enable that will most frustrate the competition?

The technology is patented by Athos and the effectiveness of the product with Elite/Professional athletes.

What are you most proud of? / What have you spent the most time on?

Reaching economy of scope by reducing manufacturing cost while producing a high demand product.

If appropriate, describe how your innovation enables GREEN ECONOMYopportunities? - sustainability, efficiency, recycle, reuse, etc.

● Makes workouts more efficient● Garment is machine washable

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What is most unique about my innovation is…

Provides reliable data with fewer sensors.

Other things that are unique about my innovation include…

● Machine washable● Less garment

Why Should I (the customer) care? ● Proven to work● Affordable

The most exciting overt benefit of myinnovation is…

● Affordable

Final Decision Maker who will find thisbenefit most valuable is...(customer, consumer, buyer)

● Consumer● Channel Partners

Who would care the most about this overtbenefit…

● Consumer

Obvious Product or Service Name &Descriptor:

● Fitbit- skin irritation● UA healthbox - end-to-end● OMsignal - slow innovation● Hexoskin- hr monitors● Jawbone- slow mover

In ONE sentence what does your innovationprovide that is unique versus other options onthe market today?

ACTIVE uses cutting edge technology to help track muscle activity

Feature Benefit Card

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Feature F(x) Benefit

Less sensors but same technology

Machine washable

Less garment/Light weight

Provides accurate readings with less sensors

Product is affordable and competitively priced

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