1) The product idea is a smart ring that helps people build genuine, real-world connections by matching individuals with shared values, goals, or interests. Unlike typical social platforms that rely on screens and algorithms, this ring encourages face-to-face interaction through subtle visual cues when two compatible people meet, their rings light up in matching colours, signalling mutual compatibility. Our unique value lies in bridging technology and human emotion, creating spontaneous, authentic connections that go beyond digital networking. 2) We’ve decided to take some points out of our Value Proposition, as we have achieved 100% fit two rounds in a row. We want to efficiently spread our points and so we are slowly decreasing certain traits to efficiently achieve 100% in this section. Sparing those points means that we can afford to put them under Partners and hope to gain a bigger score in that section, which will increase our team, respect and put our product as well in a better position for further rounds. All these blocks are still focused on our customer fit and how we have built our persona. 3) We didn’t change our perspective on our customer segment. Initially we got a 100% market fit and every addition to the user profile through our research has further concluded that we have the correct assumptions. Some of our unfair advantages over our competition are firstly, deep understanding of human connection and behaviour, which helped us design a product experience that resonates personally, not just functionally. Secondly, since we received 100% product market fit twice, in the past 2 rounds, it means that we understand our product market/target group very well. It also gives us an advantage when it should come down to pivoting, we can do it confidently without losing the customer alignment. Competition in the market appears to be all app based, “meeting apps” are targeted more towards the dating scene whereas we aim more forward towards local communities. The ring being a visual clue means the connection can be made faster and more accessible. 4) Our revenue model is based on direct sales of the smart ring to customers through online and retail channels. Each purchase provides access to the core experience of forming meaningful real-world connections through technology. We were debating between direct sales and a subscription model but eventually decided on direct sales as we wanted our costing to be upfront and available without recurring costs. Recurring costs can often be forgotten, and our customer persona values a product that is honest, and as morally correct as possible. 5) We received 100% on experience and attitude whilst knowledge and skills were sitting approximately 10% below the maximum score. Overall, this puts our team in a solid position, and the customer will respect what we have created. To achieve perfection, we aim to increase these final two skills. In our eyes strong connection within the team and working together towards a fixed goal, gives our team an opportunity to succeed in growth.

1) Product idea and unique value proposition. Our product is a set of smart pyjamas that help people improve their sleep and recovery in a natural and comfortable way. The pyjamas look and feel like normal nightwear but have soft and flexible sensors inside the fabric. These sensors measure sleep quality, body movement, and recovery during the night. All information is shown in a simple mobile app that gives clear advice to help users sleep better. Our unique value is the combination of comfort, technology, and simplicity. Unlike other sleep trackers such as watches or rings, our pyjamas work automatically and feel completely natural to wear. They do not disturb the user’s sleep, and they provide accurate data in an easy and understandable way. This makes our product different and worth paying attention to. 2) Strategy and budget. In this round, we want to focus more on testing and improving our prototype. We plan to use most of our budget on product development, user testing, and research. This will help us make sure the pyjamas are comfortable, reliable, and meet real customer needs. We also invest in technical resources such as sensor materials and app design. We spend less on marketing and partnerships for now because our main goal is to create a high-quality product before promoting it. Once we have good test results, we can use them to build trust and attract future partners and investors. 3) Customer segment and unfair advantages. Our main customer segment is active young adults and professionals between 20 and 40 years old who care about health, sleep, and performance. Many of them do not like wearing smartwatches or other devices at night. They prefer something simple and comfortable that still gives them useful information. Our unfair advantage is that our product combines the comfort of normal clothes with smart technology. It works without effort from the user and does not interrupt sleep. The design is discreet, the materials are sustainable, and the data is private and secure. We also have a strong focus on empathy and user experience, which helps us design something people really enjoy using. 4) Revenue model We will use a hybrid revenue model that includes both product sales and subscriptions. Customers will buy the smart pyjamas for a one-time price. Then, they can choose to pay a small monthly fee for access to extra features in the app, such as detailed sleep analysis, personalized tips, and recovery tracking. This model matches our value proposition because users receive a long-lasting physical product and continuous digital support that helps them improve over time. The subscription also allows us to keep updating the app and add new features, creating a long-term relationship with our customers. 5) Team readiness and needed skill. Our team is creative, motivated, and works well together, but we are still developing some important skills. To grow, we need more technical knowledge in smart textiles, electronics, and sensor integration. We also need support from experts in app development, data analysis, and health technology to make sure the product is accurate and user-friendly. In addition, we need stronger skills in marketing and business strategy to promote our product and reach the right customers when we enter the market. By improving these areas, our team will be ready to scale up and turn our idea into a successful and sustainable business.

1. Product idea & Unique value proposition Lenspo creates smart sport lenses that make active living simple, inclusive, and empowering. Unlike other solutions that overwhelm users with data, Lenspo focuses on enhancing your training and taking it to the next level. Why different and worth attention: * Human-first design: Technology that feels natural, not intrusive. * Inclusive approach: Built for everyday active people, not just athletes. * Community-driven: Encourages mindful activity and social connection. Slogan: Enhance your life with Lenspo! 2. Strategy change & Budget allocation This round, our priority is increasing Product-Market Fit and strengthening team capabilities. * We will narrow down on the number of value propositions, but allocate more credits for each value proposition to validate user needs and improve PM-fit. * Focus on open innovation, accelerators, and competencies as well as visionary thinking for credibility and innovation. * Strengthen team skills like empathy, training & education, and collegiality to ensure user-centric design. 3. Customer Segment & Unfair Advantages Customer segment: Young, socially aware individuals (18–30) who value health, simplicity, and fairness. Unfair advantages: * Deep persona alignment: Designed for users open to innovative tech and early adopters. * Community design: Built-in social support for active living. 4. Revenue model & alignment *Transactional: Customers buy the product and software (Lenses on the eyes to track eye movement and an add-in ring on fingers to track body data) * Subscription: New lenses every month. This is aligned with our value proposition by keeping it simple and clear to the customer what they are paying for. We want transparency and want to build a relationship with the customer. We have researched customer segments to gather valuable insights into the types of customers we are targeting. 5. Team readiness & needed skills Our team is passionate but needs growth in: * UX & ergonomics: To ensure comfort and simplicity. * Field research & data ethics: For credible user testing. * Lean management: For consistent execution.

Our product is a non-intrusive, personalized smart insole that seamlessly integrates into daily life, providing long-term health benefits through short-term use. Unlike bulky or clinic-only alternatives, it captures multi-dimensional, authentic data across diverse activities to uncover hidden pain causes and deliver tailored, actionable insights. We offer a full, iterative solution – from advanced data analysis to bespoke orthotic production and continuous refinement with physicians and therapists – ensuring superior comfort, efficacy, and accessibility at an affordable cost. This holistic, health-focused approach sets us apart by closing the loop between diagnosis, treatment, and follow-up, empowering users and clinicians alike. We believe our solution stands out from others because it directly affects health as one of the most important aspects for humans’ well-being.  We aim at establishing B2B partnerships with insurance companies, clinics, and doctors. We want to be able to provide affordable solutions for every social group by leveraging our partnerships with insurance companies. We want our product to be accessible to every healthcare institution. By supporting it with advanced technology, we want to be able to get accurate data that provides additional knowledge to both professionals and customers.  After the last round, we almost doubled our product-market-fit by adapting it according to the insights of our research from the previous round. Also, by investing again into our research, we uncovered all the information about our persona. In our analysis, we concluded that we have already adapted our VP well in order to get our PM-fit to 60%, but still there must be something blocking us from reaching the 100% – which we assumed could be the fact that we were trying to depict our products value as best as possible in this dashboard by combining nine factors, weighed differently. So in this round, we will try to narrow down our value proposition to four main factors that each weigh the highest possible and again tailor this selection to the new insights of our customer research. We are ready for growth with a clear vision, strong collaboration, and a shared passion for making healthcare smarter and more personal. To do this, there are several skills needed for further improvements. We need data collecting and analysing skills to turn complex movement data into actionable insights. Deepening medical knowledge will support us validate our technology with clinical accuracy and align it with real healthcare needs. In addition, we will expand our regulatory understanding to scale responsibly while navigating healthcare compliance. 

R3.1) SerenDNA is a discreet wristband that combines biosensors with genetic insights to monitor stress and mood patterns. It provides simple, non-intrusive feedback like light cues or gentle vibrations to help users stay calm and focused throughout the day. Unlike typical wellness wearables that focus on tracking data or fitness performance, SerenDNA centers on simplicity, privacy, and emotional well-being. It offers a calm and human approach, making it a distinctive alternative in the wellness tech space. R3.2) This round, we adjusted our strategy by reducing investments in the value proposition and customer research, as we now have a strong understanding of our market fit. We redirected our resources toward key partners, key activities, and key resources to strengthen product development, expand our ecosystem, and prepare for operational scalability. This ensures that our efforts now focus on growth and execution rather than exploration. R3.3) We did not change our perspective on the customer segment. Instead, we gained confidence in our understanding of it. Our unfair advantage lies in the fact that we already know how to differentiate in ways that are truly valuable to the customer, and we possess insights that competitors may still be lacking. This gives us a time advantage, allowing us to move faster and make more informed decisions before others catch up. R3.4) We selected a hardware-plus-subscription model. The SerenDNA app is free to use, while premium features, such as personalized wellness insights, community access, and advanced data analytics, are available through a monthly subscription. This aligns with our value propositions of simplicity, community, and customization, while supporting our customer segment’s preference for affordable and flexible wellness solutions. R3.5) Our team is ready to grow and is guided by values of empathy, critical thinking, and systematic organization. To improve, we are focusing on employee involvement, continuous training, and stronger management practices to ensure clarity of vision and alignment across all departments. These priorities will allow us to grow while maintaining our human-centered and emotionally aware culture.

1 – Our USP is to create community engagement. 2- We switched from focusing on a product idea to emphasize the interest of the persona. 3- We decided to keep on investing in market research to keep on discovering specific insights on our potential customers. We take advantage on having detailed insight of our target customers to obtain specific knowledge. 4- Our revenue model is based on usage. 5- In order to develop our team skills, we are investing in resources that promote brainstorming and team alignment.

In the selection of research activities, some will create more goodwill than others. The more personal and face-to-face the research method, the more goodwill you will create.

In the selection of a value proposition, some will spread their budget more than others. A ‘spread strategy’ is considered a more safe path than a betting on a fewer number of key values – which in turn leads to a higher risk score.

The faster you submit, the higher the score.

Every round, the expert review will be analysed and the teams that score highest on each of the selection criteria (Affordability, Design, Performance, Features, Quality, Usability) will receive an award.