2. 2
Executive Summary:
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. This launch plan outlines the key objectives for the
product. Furthermore, the plan defines in detail the plans and strategies for pricing,
communication, channel, operation, training, and other vital components.
Value Proposition:
Workout like you never have before! Improve your performance in real-time.
● The most comprehensive smart garment on the market today
● Easy data tracking and reporting with mobile app
● Tracks and reports on a variety of exercise metrics
Goals and Measures:
Our goal for the Athos ACTIVE product launch is to increase our user base and
cater to a new and broader market segment by simplifying our data acquisition and
increasing financial accessibility to our product. This will add to our existing core
product/product line by allowing users to have similar functionality versus our core
product, but at an even lower price point.
Below we have provided a list of metrics that we believe will illustrate the value of the
Athos ACTIVE when compared to the previous core product:
● Product Development: heart rate accuracy, EMG baseline, and real time data
acquisition/transfer, all compared to core product baseline measurements.
● Product Success: Unit Sales, Number of App installs, Number of Active Users,
User Retention @ by month.
Project Plan:
Pre-Launch Plans
We used the Strategic Launch Decision rubric to help outline our strategy. We
plan to permanently stay in this industry with an aggressive entry. As we are releasing an
incremental product into a space that we are already operating in, our source of sales will
be primary demand. We are focusing on market penetration in this growing market and
attracting first-time customers with our innovative product. As Athos is regarded as the
technology leader in the active wearable space, we will leverage our competitive
3. 3
advantage and continue to differentiate ourselves from the competition. With Athos
Active, we are aiming at our competitors: Hexoskin and UA Health Box. The Athos
Active is not a replacement, but an extra product to be added to the existing product line.
Utilizing the Launch Tactics Pattern Defensive Addition, Athos’ objective is to increase
penetration in existing markets using a smaller assortment of products and penetration
pricing that is competitive with other rivals.
Launch Management System
Utilizing the Launch Management System, we will outline the approach in
identifying potential issues and the methodologies to assess the situation and develop the
contingency plans to mitigate the issue, while measuring and tracking the results. The
Launch Management Plan (Exhibit 1) will encompass all scenarios and potential
problems that will arise during and after the launch. By compiling these plans of actions
across multiple departmental functions, we will be prepared to address any issues that
will arise. A daily cross-functional meeting will be held to facilitate a forum for issue
escalation and triage. These issues then will be pulled into respective functional team’s
sprint or to-do list. The weekly functional meetings will track the progress of the
resolution of the issue. It is critical that our teams have open communication channels for
issues that might require intervention from multiple functional teams.
In addition to our concept testing survey, conjoint analysis survey, and direct
response survey, Athos will be leveraging our mobile app to conduct in-app surveys. All
of our users will be using either the Android or iOS app alongside the Athos Active
garment. From this channel, we can reach out to users regarding Category Usage,
Advertising Awareness, and Purchase questions. The results from these surveys will
provide invaluable insight into the customer’s perception of our product.
Post product launch, Athos will hold a Launch Review. We will review the launch
objectives and analyze the results. In our analysis, we will investigate the reasons for any
variances of our forecasted performance. This is a cross-functional team meeting and will
involve representatives across all departments. The distilled and analyzed results will
then be rolled into lessons learned, where each team will be assigned an actionable item
to improve the current situation.
4. 4
Resources: Project Team Hierarchy (Heavyweight team)
Customer Trials:
The Athos Active product is comprised of 3 main components: Garment (Top &
Shorts), Mobile App (iOS & Android), and Core. The core itself has remained unchanged
for the Active application, therefore should meet the quality requirements in place. The
garment itself has been redesigned and will need to be thoroughly tested to meet the same
quality standards of the previously released garments. The Android OS is a new addition
to the mobile app support for Athos and will need to also be thoroughly tested alongside
the new features and screens for the Active garment.
Testing of the 2 additional components is broken down into 2 main testing phases, Alpha
Testing and Beta Testing. Athos will be running various types of testing in-house during
the Alpha Testing stage. The garment will be tested for comfort, stretch, and durability.
We will also test garment and sensor functionality in extreme temperature, shear, and
humidity conditions and collect data, measuring the accuracy of the outputs from our
sensors. The Beta Testing of the garment is coupled with our existing partnerships with
professional athletes, sports institutes, and celebrities. Before finalizing our garment
designs, we will work closely with our partners and selected existing users of our other
product line to get feedback on Athos Active. Since the mobile app requires the garment
and core to function, we will also use this opportunity to test both the mobile app and
garment in parallel.
CEO
Product Manager
Sales and
Marketing
Manufacturing
and Operations
Design
Human
Resources
Quality
Control
5. 5
Pricing Strategy:
In order to price our new product, we will take into account our customers
reference prices and their perceived quality of the new product line based on industry
conditions. Direct and indirect competitor’s prices as well as generating a reasonable
margin will cumulatively be considered in pricing.
Since our product has much value added due to the high quality and unique
technology, which differentiate it from the competition, the value based pricing approach
would be most appropriate. It will allow us to gauge our customers needs better and base
our pricing on customer feedback. We will also be able to incorporate customers
perceptions and therefore their perceived value, based on competitors prices and our
marketing efforts, into our pricing scheme. In order to determine their perceived value,
we will analyze the responses to the questions from our concept testing survey, conjoint
analysis survey, and follow up with a direct response survey (Exhibit 2). These will give
us direct input into what prices our customers are willing to pay. Since we are only
selling via the Athos online site, there is no need to incorporate any costs related to
retailers, wholesalers, etc. With this method, we will be able to give our customers the
best prices, catering directly to their needs, without any unnecessary added expenses
associated with including multiple channels.
Since our target market is the mass consumer, which is highly price sensitive, the
most viable strategic approach would be to implement a market penetration strategy in
order to quickly grow the market and gain a larger share. This will allow Athos to
segment their market, catering to the elite athletes with their current line and average
athletes with this new product line. Leveraging their proprietary technology will retain
the benefits of this approach.
Competitive Assessment:
The chart below provides an analysis of the complete product offering of Athos and its
competitors. Various attributes and specifications of these industry leading smart
wearables are contrasted below.
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,
One shirt, one
box, and mobile
Shirts (Men’s,
Women’s,
Scale, Wrist
Wearable, and Heart
6. 6
mobile app app Junior’s) 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
Positionin
g
Fitness and
Training
Fitness and
Training
Health and
Fitness
Health and Fitness
Hardware
Features
(what it
measures)
EMG-Measures
muscle
exertion/utilizati
on 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 breathing
Shorts- 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
max
UA Heart Rate: 1 on
skin
UA 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
7. 7
Mobile
Platform
Yes (iOS) iOS Android, iOS Android, iOS
Desktop
Web
Platform
No No Yes Yes (MyFitnessPal)
SDK
(Software
Developm
ent Kit)
No In Development Yes
(iOS/Android)
Yes (iOS/Android)
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 AA
UA Heart Rate: 220
mAh (up to 365
hours)
Citation (“Best Fitness Tracker”) “Under Armour
HealthBox Fitness
Tracking System”
Rollout Strategy:
Pre-Launch Activities
Athos will be actively preparing for the launch. To help facilitate market
penetration, we will be offering the product to a wider demographic of users.
Augmenting our service capability, we will also be supporting the Android Operating
System alongside iOS. Our website will be updated to pre announce the launch and add
to the market signaling. A product listing page will also be created on the website, in
preparation for the official launch. We will also ensure that there will be pre-stocking of
our garments and core to help mitigate any shortages. Based on our historical data of
8. 8
popular sizes of the existing Athos garment, we will manufacture products accordingly.
To help cultivate opinion leaders, we will be sending our product out to the “influencers”
on social media. These fitness gurus will be able to use the product and generate buzz
through web blogging, video blogging, sharing, and tweeting.
Target Market Decision
Since Athos is located in Redwood City, we will start where we have our
strongest advocacy network, the Bay Area. Geographic targeting will then expand to
areas where there the population is more active, high volumes of gyms, and high adoption
of wearable technology. Athos will first focus on the domestic markets. Notable areas are
Los Angeles, New York, Denver, Houston, Austin, Portland, and Dallas.
Communication Plan:
Messaging/Positioning Plan
The product positioning statement below reveals the benefits of the new product
line, how it compares to the competition, and it’s appeal to the consumers. In conjunction
with the positioning statement, our messaging statement outlines how the product is
viewed internally. The positioning is further emphasized by our perceptual map example
which reveals that the Athos Active line remains true to Athos’s emphasis on high quality
while provided at a cheaper, more affordable price (Exhibit 3).
Athos- Wearable Technology For Fitness
May 2016
Launch Positioning & Messaging
For: Mass market consumers
Who: are seeking to adopt or maintain an active lifestyle
The: Athos Active line
Is: an affordable smart fitness garment
That: improves the human body’s efficiency during exercise bouts
Unlike: OMsignal; Hexoskin; and Under Armor’s Health Box
It: is the first comprehensive smart fitness apparel that tracks and measures three key
components to help improve human performance. Athos Active uses electromyography (EMG)
biosensors, which are embedded into the garment, to detect muscle exertion, heart rate, and
9. 9
respiration effort during exercise. In addition, the Athos mobile app helps the user view in
real-time how muscles are responding to exercises. Another feature of the app is the workout
journal, which logs every workout and allows the end-user to view his progress after each
day/week/month.
Messaging
1. Athos Active enables its customers to utilize their bio signal data to adapt and enhance
their workout at an affordable price
Promotion Plan
First and foremost Athos ACTIVE needs to have a social media presence. Athos
will utilize Facebook as it’s primary social media channel with the objective of gaining
likes and followers. This social media campaign will be 9 months in length and will focus
on “How to train like the Professionals!” A sales promotion that will run in parallel
includes product giveaways to social media influencers and amateur athletes. Using these
giveaways, advocates will post videos of themselves using ACTIVE on the Athos
Facebook page and on their respective YouTube channel. The call to action for the
audience is to encourage users to execute and videotape an exercise or workout that may
be effective to improve human performance. This will create a platform for user
engagement and product feedback. We estimate it will cost Athos roughly $30k in social
media advertising to gain 30,000 followers (Exhibit 4), 10k to create the marketing
videos, 20k for product giveaways.
10. 10
Press Release
PRESS RELEASE 6/2/2016
Athos - Wearable Fitness Gear
REDWOOD CITY, CA - Athos today announced a new line of products on their roadmap that
will expand on the existing technology it already provides to market cutting edge technology for
exercise analytics with its smart performance apparel that monitors users' biosignals and distills
them into meaningful insights.
Athos has had this technology available for it's partners in some capacity but has improved it's
delivery and advanced sensors to be made available to the general public that are looking for
more than what they get with other mass produced wearable tech. This positions Athos is a
market dominated by the likes of FitBit and Jawbone, a multibillion dollar industry.
"We are seeing great demand from people looking for technology that will help improve their
fitness. Athos is on the forefront of this trend; delivering simple yet powerful insights that help
people get more out of their workouts. It's exciting to see strong momentum and an ambitious
roadmap that will continue to transform the fitness industry", managing partner of Social Capital
Chamath Palihapitia remarked. Social Capital led a round of funding late in 2015 of $35.5M.
CEO Dhananja Jayalath and his team have been developing this platform and partnered with
some big names in the past few years to fine tune and further advance the offering while already
providing value to those partners, like the Golden State Warriors for instance. Athos uses
electromyography, or EMG, the gold standard in measuring muscle activity. Until now, the use
of this technology has been an incredibly high cost for users, but Athos is taking this on to make
it available to the public.
About Athos:
Based in Redwood City, Ca, Athos is an innovator in next generation fitness apparel, providing
an unparalleled level of insight into physiology and performance. Athos technology delivers
these insights to people of all fitness levels, to provide a personalized and motivating training
experience that empowers people to surpass their fitness goals and lead healthier lives. For more
information or to request a demo, visit Athos's website at www.liveathos.com.
11. 11
Athos Promotional Flyer
Channel Strategy:
Current Channel Weakness
● One manufacturer
● Cannot scale to meet forecasted demand -> need more distributors
● Product is not located in any retailers
● E-commerce only
Athos has a million back orders to fill. One reason why Athos cannot meet
demand is because manufacturing the garment requires a specialized process, which was
co-created by MAS holdings and Athos founders. Distribution capabilities and placement
of the product is inadequate to drive product adoption and increase brand awareness.
With the release of Athos ACTIVE, Athos must be in a position to meet demand in a
timely fashion. We propose a selective distribution channel structure (Exhibit 4).
Proposed Channel Strategy
Manufacturers
MAS Holdings specializes in manufacturing apparel such as swim, active, and
intimate wear. MAS Holdings also happens to be a key investor and partner of Athos and
thus have heavy interest in the success of Athos. However, one manufacturer will not
12. 12
have enough resources to meet the demand of our large target audience. Therefore we
recommend MAS Holdings to include their strategic partner, Brandot International Ltd,
to help with the manufacturing efforts. Brandot International brings strong manufacturing
capabilities and product know-how (Brandot).
Distributors
To fill one million orders and scale Athos ACTIVE, Athos must have a distributor
on each the East and West coast of the US. These distributors must have strong ties with
certain online and brick and mortar retailers. To incentivize these channel partners we
recommend reducing our margins for six months then renegotiate the terms with the
potential of signing an exclusivity agreement with the distributor. This tactic supports our
primary goal of increasing our user base.
Online & Brick and Mortar Retailers
To further facilitate Athos ACTIVE adoption, the placement of the Athos product
is paramount. Athos ACTIVE will be offered in the top sporting good retailers across
America. We have selected two options for retailers, Dicks Sporting Goods and Big 5
sporting goods. All retailers combined have approximately 1030 locations across the US.
An online presence is critical in this digital era. In addition to being sold on
Athos’s website we have selected two online retailers, each serving different categories.
Amazon.com will be our prime online retailer because they have a strong customer base
and nearly 188 million unique monthly visitors to the site. Nordstrom.com and
Bestbuy.com are category leaders in their respective space; combined, these two retailers
have 138 million unique monthly website visits. With exposure to nearly 330 million
visitors monthly, Athos ACTIVE will be positioned to make a huge splash in the US. The
Athos salesforce will focus selling to professional and collegiate teams and nurture
partnerships with our channel partners.
13. 13
Operations Plan:
The buying experience for the customer is not ideal. The product can only be
bought online via Athos website (Exhibit 5). The site offers standard shipping with no
options for expedited delivery. Once an order is submitted, it triggers the start of the
value chain. The current supply chain and channel structure of Athos is quite simple but
not feasible for scale (Exhibit 6). It starts with their sole manufacturer, MAS Holdings,
located in Florida. Once the products are developed they are mailed to Athos’s main
office in Redwood City where Athos would then send the product to the end consumer
via UPS or FedEx.
Sales Training Plan:
Athos will be actively preparing for the launch by training of both the sales and
marketing staff on the new product features and value proposition. It is imperative that
our internal team understands the core product and the message that we want to portray to
our target customers. The sales training plan will include a day long intensive course on
the differences between the new Athos ACTIVE product and the previous core product.
Customer Service Plan:
Athos will remain attentive to their users. There are 3 main channels where Athos
will be offering support by monitoring: In-App feedback through the mobile app,
customer support via email, and user ratings/comments left in the app stores. In addition
to being responsive to users needs, Athos will augment our services by offering a web-
based service, self-serve support that will cover technical/troubleshooting guides of the
garment, core and app, as well as Frequently Asked Questions.
Obsolescence Plan:
Athos is the technological leader in the active smart wearable space. Being the
leading innovator in the industry, shorter product lifecycles will ensure that Athos stays
relevant. We cater to tech-savvy customers that operate in the forefront of the latest
technological trends. In order to keep users on the latest and greatest technology, future
14. 14
iterations of the Athos ACTIVE product will sport new features that enhance the buyer
experience and empower users to reach their fitness goals without breaking the bank.
Outstanding Issues and Risks:
After the introduction of our new line, we expect that our direct competitors
(Hexoskin, OmSignal, etc.) will respond with a cheaper line of their own to attract the
mass market, given that they have the necessary resources to do so. If this is the case, we
would be competing on price but our product would still be viewed as superior due to our
proprietary EMG technology. In order to retain our customers, we will mainly focus on
the quality of our products, which aligns with Athos’s overall strategy and current
product line. Although we are offering a cheaper product, the quality remains the same.
In conjunction with the quality aspect of our products we will focus our marketing efforts
on emphasizing our technological advantage and how we have sustained that advantage
in similar fashion for our previous core product. We will also educate our customers on
the risks associated with price-cutting and how that leads to lower quality products.
Other indirect competitors like Fitbit who already have products catered to the
mass market will most likely refrain from any sort of retaliation as they have established
brand names and products that aren’t directly substitutable with the new Athos product.
15. 15
Exhibits
Exhibit 1: Launch Management Plan
Phase Objectives
Launch
planning
Identify geographical areas for regional launch campaigns; start where we
have our strongest advocacy network, the Bay Area.
Subsequent target areas will have a high volume of busy gyms, a more
active population, and have a higher concentration of people already using
wearable tech. (New York, Los Angeles, Denver, Houston, Austin,
Portland, Dallas if he wants examples)
Launch
implementation
Advertise product demo days after a local campaign highlighting
partnership with professional athletes, sports institutes, and celebrities.
Demo days will be stationed in high traffic areas that will draw crowds and
give exposure to potential users.
Staffing of demos will be personal trainers through gym partnerships we
will have established. Gyms and trainers will also aid in a short campaign
to get their clients to the shows as well.
Follow up demos with additional ads and in-gym events, including new
services trainers can sell including the usage of the Athos garments.
Storefront partnerships with fitness/athletic stores locally will also begin
and have a demo stations.
Launch mgmt Hiring marketing coordinator. Specifically targeting someone from FitBit
or Jawbone that has done territory marketing to run this program.
Potentially have the coordinator hire an outside consulting firm to help
manage the campaign.
Launch
tracking
Based on VoC questionnaires, potential customers are comfortable with the
price point so we are tracking key metrics like product purchase,
consumers joining our online communities, trainers and retailers program
that increase usage and sell through additional channels for us.
Launch review Monthly Business Reviews (MBRs) dedicated to the ACTIVE product
alone, with meetings attended by all relevant stakeholders. Will be pre-
launch and post launch.
Strategic launch
plan format
Executive Summary
Value Prop
Goals/Measures
Project Plan/Resources
Customer Trials
Pricing Strategy
Competitive Assessment
Rollout Strategy
16. 16
Communication Plan
Channel Strategy
Operations Plan
Sales Training Plan
Customer Service Plan
Obsolescence Plan
Outstanding Issues/Risks
Detailed launch
mgmt system
Problems:
-customer awareness can be lower than expected (consumer failure)
-customer conversion can be lower than expected (consumer failure)
-uptake/adoption could be lower than expected (consumer failure)
-development costs can be higher than expected (company failure)
-development time can be longer than expected (company failure)
Tracking:
-track customer feedback using questionnaires/market research to address
awareness/conversion
-track development costs and progress with internal methods
Contingencies:
-uncertainty and risk will be an ongoing issue to address moving forward,
but we can mitigate both as we develop the product to fit consumer needs.
-should development costs soar above what we expect, we can kill the
project if uptake uncertainty looms large over the project.
Tracking System: daily meetings with product development team, weekly
meetings with whole company to discuss progress and make adjustments as
necessary.
Step 1: Spot Potential Problems
-situation analysis
-consider hierarchy of effects (awareness, trial, availability, repeat =
ATAR)
Step 2: Select those to control
-of all potential problems, which have impact? Any special considerations?
Which need contingency planning, and which need to be tracked?
Step 3: Develop contingency plans for the management of problems
-what can we do? Price cut, product imitation.
-base contingency plan on problem type (company/consumer failure)
Step 4: Design the tracking system
-selecting tracking variables (relevant, measurable, predictable), selecting
trigger points, and considering non-trackable problems
18. 18
Exhibit 4- Social Media Campaign Costs
*12,000 impressions per day at an average of 1% click-thru rate over 9 months yields an
average return of 32,400 followers.
Exhibit 5-Product Buyer Portal
20. 20
APPENDIX
Athos Business Model Canvas
Key Partners Key Activities Value
Propositions
Customer
Relationships
Customer
Segments
-Gain more
professional sport
teams partners for
launch (already have
NBA penetration,
GSW)
-SF launch, partner
with gyms and
personal trainers
-Retail partnership
with fitness
storefronts
-Product demo
days at retail
locations
-Launch usage
at gyms with
trained
personal
trainers
-Run ads with
GSW and
other
professional
teams
-Affordable
-New
technology for
public use
-Professional
grade
analytics
-Innovative
design and
user
experience
-High brand
value with
association to
GSW
-Proven
technology
that’s moving
to the next
level
-Deeper level
of analytics
that isn’t
available
elsewhere
-Mobile
friendly
-Take your
data and
workouts
anywhere
-Online access
already
established
-In person sales
and service
through partners
will require
contracts with
storefronts
-In-house service
needs to be scaled
up and made easy
for customers
-Creation of
online user
community,
trainer community
-Athos University
(train the trainers)
will carry a
substantial cost
-Now
approaching
mass markets
-Addressing
market need for
anyone currently
using any
wearable tech
looking for
more than what
they have
-Professional
and amatuer
athletes,
personal
trainers, teams,
gyms
Key
Resources
Channels
-Professional
athletes
-
Manufacturing
and
distribution
resources
-Account
managers for
partnerships
with groups of
trainers and
gyms
-Engineering
Awareness: ads,
partnerships
Evaluation:
product demo
days, trainer usage
with clients
Purchase: online
and through
storefront
partnerships
Delivery: standard
delivery or take
home at stores
After sales:
21. 21
for R&D of
product
-Legal
resources
service provided
by storefront,
website and
community Athos
will set up.
Varying service
from how-to to
product service or
repair
Cost Structure Revenue Streams
We are moving into a cost driven model which is what
will allow us to reach a broader customer base. Fixed
costs will be in human capital, facilities, and
manufacturing. Economies of scale and scope will take
effect as we continue to grow and diversify our
product offering into other similar customer use cases.
Asset sales and for clothing itself.
Usage will always be free until we
develop next gen analytics which will
be an upgrade on the app.
22. 22
Work Cited:
1. "Athos- Wearable Technology For Fitness." Athos. 2015. Web. 09 Apr. 2016.
<http://www.liveathos.com/>.
2. Forbes. Forbes Magazine, n.d. Web. 03 June 2016.
3. "Competitive Intelligence." Nordstrom.com Site Overview. N.p., n.d. Web. 03
June 2016.
4. "Bestbuy.com." Similarweb.com. SimilarWeb Ltd, 2016. Web. 03 June 2016.
<https://www.similarweb.com/website/bestbuy.com#referrals>.
5. Brandot International Limited, (n.d.) LinkedIn [Profile Page]. Web 01 June 2016.
<https://www.linkedin.com/company/brandot-international-limited>
6. "STRATEGIC PARTNERSHIPS." Strategic Partnerships. N.p., n.d. Web. 03
June 2016.
7. "Shopping in America: 14 Large US Retailers Expats Should Know - Expat
Aussie In NJ." Expat Aussie In NJ. N.p., 13 Oct. 2014. Web. 03 June 2016.
