STRAVA

APO GROUP 7 The future of sports competition

Basanth Basavaraj 220201024

Khushboo Singla 220201053
Parth Sehrawat 220201082
Sarthak Sharma 220201103
Utkarsh Agrawal 220201125
What is Strava
An Internet software company
founded in 2008 developing
applications & services for THE
FIT CUSTOMERS
Who is Strava
Six full-time employees.
Significant startup experience
with proven track records
Providing Premium web services
for the fit cyclist
SITUATION ANALYSIS
By harnessing the power of GPS data from watches and heart rate monitors
used by athletes, STRAVA's web platform was able to extract valuable
insights.

These insights were then utilized to create a cutting-edge performance-

tracking system, allowing athletes to log, track, and compare their
performances like never before.

Athletes used STRAVA to find new routes and assemble for group workouts.
STRAVA created a community for athletes

There were about 15.2 Mn fit cyclists and 25.6 Mn fit runners in the U.S.
STRAVA had experienced an average growth rate of 20% per month in
subscribers

Streamlined processes and
efficient operation management
Experienced and successfully
leadership team-successfully
predicting trends in the industry
Differentiated service which no
one was providing
Customers are moving toward a
mobile environment which can
hamper the growth of STRAVA.
The target market was particular,
and it could not penetrate the
millennial market.
Little experience of the
S W international markets
The users were less hence lesser
data to use and make the offering
better
Competitors can easily replicate
Strava Cyclist business model.
E-commerce and Social Media
oriented Business Models can help
Strava to tie up with local suppliers
and logistics providers in
international markets
Developments in Artificial
T O intelligence to better predict
demand, cater to niche segments,
and make better recommendations
Growing rate of athletes all around
the world
 PESTLE Analysis
Political
Regulations and laws related
to data security and privacy
Restrictions on the usage of
GPS and other location-
based services
Government support for
health and fitness initiatives
Technological
Technologies used in
product development
Technological
advancements that help to
create competitive
advantages
Emergence of new
technologies, such as
wearable technology
Economic Social
Availability of venture The demographics of the
capital for funding target market
Cost of running Customer preferences and
operations and hiring expectations
talent Social media presence,
Impact of economic helping to attract users
downturn on consumer Ability to empower users
budgets to become more engaged
in exercise
Legal Environmental
Regulatory compliance in Strava plays a role in
terms of data privacy and encouraging its users to keep
security fit and respect the environment
Intellectual property by telling them to take action,
regulations such as running or cycling
Standards of service and outdoors rather than in the
quality in countries where gym.
Strava operates Strava is a digital business and
as such has a relatively low
environmental footprint
HOW STRAVA
MEASURED
PERFORMANCE
Identifying the right consumers

Engagement over acquisition

User interaction and purchase of

premium packs
Looking to secure investment and
expand their product offerings, what
would be the best strategic approach
for STRAVA?

THE PROBLEM
CRITICAL ISSUES
Finding the right users who can be
monetized.

Monetizing Strava outside of

subscriptions.

How the launch of the mobile product

would affect user conversation rate.

Which finance option is the best?

 MONETIZATION SOLUTIONS

What are the best ways to increase

revenue?
Events Summit APIs Aggregate Data
Membership
 What is the best way to raise money?
THE POSSIBLE SOLUTIONS

Bank Loan Sigma Ventures Crowdfunfing Partnership

Take a loan from the Take the offer from Go to online Partner up with
bank without giving sigma in which they crowdfunding companies like nike
away any equity. are providing 3x the websites and raise Fitbit and provide
There is a risk of asked investment money through them, this service on a
collateral loss in this and give up 25% which will also revenue sharing
case. equity in exchange. increase interest model to their
without loosing customers.
equity.
PARTNER UP WITH
SPORTS WEARABLE
COMPANIES
Start a revenue sharing model with
wearable companies like FitBIt, Nike,
Under-armour on a revenue sharing
model.

Use their customer base and provide

them insights and a platform to
socialise.

The partners would be able to use the

data they were collecting and provide
additional features to their customers.
 LAUNCH A
MOBILE APP

STRAVA
The future of sports competition

Most athletes carry mobile phones, so

launching an app is the way, As it is easier to
use and can collect the GPS data better.
01 Provide tracking options and 04 Provide a 360 app that connects
timers to the consumers so that all the wearables from your
they can compare their results. shoe to your smartwatch.

02 Provide in app games to the 05 Give new tours and circuits to

users to motivate them for the sportsperson for a new
better workouts. experience.

03 Provide a social circle to the 06 Suggest new worlout plans and

atheletes where they can tips to increase performance
orgaise meet-ups and exchange based on current performance.
tips.
 THE APO 7 CONSULTING TEAM

khushboo Sarthak Parth Basanth Utkarsh