1)The strategy for the last two rounds is simple and logical. By following the persona that was given to us, we were able to figure out more about their habits and needs. We have had consistent and evenly spread point distribution to continue building an all-round point lead. Last two rounds are focusing on the revenue side and embracing client relationships. Growth in the market financially and client wise is key. We’re fortunate to have capped out on team skills which means points can be distributed more advantageously. 2) The strategy works very well in the team itself. We agreed upon a mutual level of safety to our decision making to remain consistent. This consistent decision making is based on the analytics of our result, and from this we can alter to match lacking areas. We allow a certain amount for risk to experiment with different hypotheses and what unknown benefits they might achieve. 3)Starting off with a core message that interests the potential customer and show them through honesty that their life will be benefited if they have us in their lives. Secondly, we will go through target persona fit, where we would target socially active individuals, such as community members, mentors, students who are involved in local spheres. We would target environmentally conscious consumers who prefer ethical, expressive, and meaningful products. The last persona fit would be early adopters who are interested on identity driven technology and wearable innovations. For key channels we would pick community events, volunteering programs, social media, and possibly influencer collaborations. We find that this product needs an emotional appeal, where the product/campaign connects on human and emotional level, which translates into shared values and meaningful encounters. The price of the product needs to be fair to not give the illusion of a low-tier quality but also remain accessible. At a fair market price we will scale sales by being ahead of the curve and being the best in the game. Our customers value integrity and that’s exactly what we plan on doing. 4) Our growth strategy focuses on community driven expansion and strategic partnerships that align with our mission of creating meaningful human connections. We want to scale up by leveraging real world experiences and social impact collaborations. In the early stage we would want to grow through community events. As we’re growing, we want to scale by introducing online sales and collaborations with influencers in the field. We don’t want to make our product premium, because in our eyes, the product should be accessible for everyone. Premium doesn’t mean low quality. Ultimately a quality product speaks for itself, and this is our key growth; proving purpose whilst being accessible. Being able to expand internationally is important so the product needs to transcend potential language and socio-economic factors that might restrict expansion abroad. 5) Our unfair advantage lies in our strong team communication and shared vision. Because everyone is aligned and working toward the same goals, we can make quick, effective decisions and continuously improve our results each round. We had a strategy from the start that worked, and we’ve followed through with it. This makes our team more consistent and we’re not struggling with the direction of the project. Additionally, our product shows a perfect fit with our target persona, supported by the number of points received in our product-market fit. All of this strengthens our overall team performance.

1) Our strategy for the last two rounds. In the last two rounds, our main strategy is to build long-term trust and quality recognition for our smart pyjamas. We are focusing on improving the user experience, reliability, and after-sales service rather than introducing too many new features. Our goal is to create a product that feels safe, simple, and effective for our main customer persona, Elen Jonson. We believe that steady, sustainable growth based on customer satisfaction is stronger than quick wins based on hype. 2) Internal consistency. Yes, our strategy is internally consistent. Every team member agrees that our main direction should be quality over quantity. We all share the same vision — to deliver a practical, efficient, and trustworthy product that truly helps people in their daily life. Of course, there were small discussions about trying a more aggressive marketing approach, but in the end, everyone supported the idea that trust, simplicity, and structure are what Elen values most. This unity keeps our actions and decisions aligned. 3) Marketing strategy and sales prognosis.Our marketing strategy focuses on trust-based communication and user proof. We will use testimonials from real users, collaborations with physiotherapists, and endorsements from universities or health professionals. We also plan to offer a free trial and extended guarantee, which reduces the customer’s fear of loss and increases confidence in the product. We expect our sales to grow gradually but consistently. In the beginning, growth might be slower because we’re not using aggressive promotions, but once customers experience the real benefits — better sleep, relaxation, and comfort — we expect strong word-of-mouth and repeat purchases. 4) Growth strategy and scaling up.Our growth strategy is to scale up carefully and sustainably. First, we will strengthen our partnerships with universities and healthcare organizations to increase credibility. Then, we plan to expand into nearby European markets that share similar values of safety and quality. As we grow, we will invest in automation and lean production systems to keep costs low while maintaining our high quality standards. Scaling will focus on building a trusted brand reputation before going global. 5) Unfair advantages.Our main unfair advantages are scientific validation, user co-creation, and our strong focus on reliability and safety. Most competitors in the wearable industry focus on innovation speed or trendy design, but we focus on trust, structure, and tested results. These are unfair advantages because they take time, effort, and partnerships to build — they can’t be copied easily. We also have a unique connection with our target user, Elen’s type, through co-creation, which gives us deep insight into what truly matters to her and makes our solution stand out.

1. What is your strategy for the last two rounds? Our strategy is to maximize product–market fit and strengthen our sales pipeline. We decided to purchase the information using 50 credits to ensure our product–market fit score reaches 100%, as it has been decreasing from Round 1 to Round 3. We then invested in channels and relationships to enhance our commercialization efforts, as well as in resources, activities, and partnerships to improve our team’s capabilities (experience, knowledge, and skills). Additionally, we aim to maintain our research score by investing an average amount in research methods focused on customer segments. 2. Is your strategy internally consistent? Yes, our strategy is internally consistent. All team members agree that PM-fit is the top priority before scaling. While some suggested investing more in marketing early, we aligned on research-first because, without PM-fit, marketing spend would be inefficient. This consensus ensures we avoid contradictory decisions that could reduce PM-fit. 3. Describe your marketing strategy. What is your prognosis for sales? Marketing Strategy: * Education-driven content: Blogging, social media storytelling to build trust and to reach our market group. * Community engagement: Partner with wellness groups, schools, and sports clubs for early adoption. Sales prognosis: * Short term: Limited revenue as we focus on validation and beta testing. * Next round: Early subscriptions from pilot users and community-driven referrals. 4. What growth strategy would you like to use? How are you going to scale up? We will use a partnership-led growth strategy: * Phase 1: Validate with universities and wellness organizations. * Phase 2: Scale through accelerators and community programs. * Phase 3: Expand via digital channels and influencer collaborations focused on health and well-being. This approach ensures low-cost, high-trust scaling while maintaining brand values. 5. What are your current unfair advantages compared to the other teams? Why are they unfair advantages? * Academic partnerships: Access to credible testers and research resources that competitors lack. * Inclusive brand positioning: We focus on well-being and mindfulness, not just performance metrics. * Community-first approach: Building a supportive ecosystem rather than a standalone product.

In the last round, we achieved the best level of expertise on our key partners, activities and partners so our main focus will be on increasing our product-market-fit by figuring out the best value proposition. Alongside that, we want to excel in creating value for our customers through investing in our customer relationships and our distribution channels. To boost our credibility, we will also continue to invest in face-to-face research.  In the long term, our goal is to secure insurance approval to make our solution as accessible and affordable as possible. To prepare for this, we’re already initiating relationships with health insurance providers. However, to build the clinical and real-world evidence needed to support these partnerships, we are first focusing on growing our customer base through a dual strategy: B2C, by reaching end-users directly, and secondarily B2B2C, by collaborating with physicians and therapists who treat our target audience. Now, the three most important marketing strategies we want to focus on are exhibitions, SEO and advertising. In exhibitions, we aim to showcase our innovative product by offering hands-on demonstrations that reveal exactly how it works. Through interactive presentations, we’ll provide deep insights into the technology behind our in-built sensors, which are seamlessly integrated into the soles to monitor body-related issues. These exhibitions are a key opportunity to educate customers, answer their questions in real time, and highlight the unique value our solution brings to personal health and body awareness. Search engine optimization plays a crucial role in our strategy, as individuals experiencing life-disrupting pain often search for answers. We want to ensure that when they seek solutions, our product is among the first options they discover. By optimizing our website content, using targeted keywords, and creating valuable, search-friendly resources, we aim to increase our online visibility and make it easier for those in urgent need to find and trust our solution from the very beginning of their search journey. With advertising, we plan to promote our product across all major social media platforms, leveraging their reach to maximize visibility and brand recognition. By creating engaging, informative, and visually compelling content, we aim to connect with a broad audience, spark interest, and build a strong digital presence. Social media offers the ideal space for showcasing how our smart in-sole sensors work and the real-world benefits they bring to users’ health and well-being. Our product combines a smart insole – loaned to users for a short diagnostic period ( one month) – with a modular, scalable software platform. This platform provides users with actionable insights into their condition, which can be shared with healthcare professionals to improve treatment outcomes. This setup not only enhances patient care but also allows us to scale efficiently, both in terms of physical product use and digital data collection. Our unfair advantages come from how we combine technology, healthcare expertise, and human-centered design to create something truly different. Unlike typical wearables that require long-term use and offer only basic tracking, FootPrint’s one-month smart insole provides clinically relevant movement data and actionable health insights, bridging the gap between consumer tech and medical diagnostics. By working closely with doctors and therapists, we ensure our data is accurate, relevant, and genuinely helpful for improving health. Our smart analytics turn complex movement data into simple, personal feedback that anyone can understand and act on. These advantages are difficult to replicate quickly because they rely on the combination of specialized expertise, strong partnerships, and a deep understanding of both user behavior and healthcare needs, making FootPrint a product people can trust to help them move and feel better. Our team approaches challenges with a shared mindset and values open, constructive collaboration. When differing perspectives emerge, we welcome them as opportunities to explore better solutions. We openly discuss ideas, consider all viewpoints, and work together to reach decisions that align with our shared goals. We prioritize strong teamwork, clear communication, and collective decision-making to ensure we make the best possible choices together. 

R4.1) In the last two rounds, we are focusing primarily on addressing our main challenges while continuing to invest in our strongest areas. Our goal was to maintain a balanced approach as we moved toward the end of the game. After analyzing our previous results, we identified that our VP performance was stronger in earlier rounds, so we decided to backtrack some of the new strategies we had recently introduced. Specifically, we maximized our investments in the value proposition, which consistently drove positive outcomes, and eliminated cost leadership, as it did not significantly contribute to our overall results. R4.2) Yes, our strategy is internally consistent. We made sure to include input from every team member and openly discussed different perspectives before making decisions. When opinions differed, we reached a compromise that reflected a balanced approach. As a result, our team is aligned and fully agrees on the strategy we are following. R4.3) Our marketing strategy is personal, simple, and centered on the customer experience. We focus on personal communication and good services rather than heavily fabricated campaigns, as our customers value honesty and human connection. We aim to build long-term relationships. We expect this approach to lead to sustainable sales growth, driven by customer loyalty, word of mouth, and strong community. R4.4) The growth strategy focuses on strategic partnerships, community building, and gradual market expansion. We believe this is a product that anyone can benefit from, as emotional balance and well-being are universal needs. By partnering with wellness organizations, educational institutions, and companies, we aim to expand our reach to as many people as possible while maintaining our personal approach. R4.5) Our main advantages are our deep understanding of customer needs, a strong PM fit, and the potential for our product to reach a universal audience. While we don’t view these as unfair, they give us an advantage because we have been faster and more research driven early on than others. Our early investment in understanding users and refining our concept allows us to make better decisions and adapt more efficiently than other teams.

TISA second round 1 – What is your strategy for the last two rounds? This round we really narrowed down the value proposition and decided to buy the 2 VP needed to make sure to increase our worst weakness, the market share and reach 100% 2 – Is your strategy internally consistent? In other words: are there team members who believe a different approach might also work? We have some discrepancies in the team, but mostly we are aligned. 3 – Describe your marketing strategy. What is your prognosis for sales? We believe our sales will be quite high now that we will have 100% market share, as our product development and qualities were quite popular for the customers 4 – What growth strategy would you like to use? How are you going to scale up? What are your current unfair advantages compared to the other teams? Why do you believe they are unfair advantages? Our growth strategy right now is to develop our teams skills as much as we can, to max them up, and also to have the market share 100%. We believe our disadvantages is that our character was hard to guess for the first 3 rounds and match their product market share, but we believe that now that we ave the VP we will sky rocket in the game cause our overall strategy was good.

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.