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Harvard Case - Striders: Running Toward or Away from Growth?

"Striders: Running Toward or Away from Growth?" Harvard business case study is written by Gayathri Sampath, Akarsh Mahendra. It deals with the challenges in the field of Strategy. The case study is 12 page(s) long and it was first published on : May 28, 2019

At Fern Fort University, we recommend Striders adopt a hybrid growth strategy focusing on strategic acquisitions in complementary markets, organic expansion through product development and market penetration, and leveraging technology to enhance their operations and marketing efforts. This strategy will enable Striders to capitalize on their core competencies, address emerging market opportunities, and maintain a competitive edge in the evolving fitness industry.

2. Background

Striders is a successful fitness equipment manufacturer experiencing rapid growth, driven by the increasing popularity of home fitness. The company faces a critical decision: whether to maintain its current trajectory or pursue aggressive expansion. This case study examines the challenges and opportunities Striders faces as it navigates a rapidly changing market landscape.

The main protagonists are:

  • John Strider: Founder and CEO, passionate about fitness and driven by growth.
  • Sarah Strider: John's daughter, CFO, concerned about the company's financial stability and potential risks.
  • Mark Johnson: Head of Product Development, passionate about innovation and exploring new market opportunities.

3. Analysis of the Case Study

Industry Analysis: The fitness industry is experiencing rapid growth, driven by increasing health consciousness, technological advancements, and the rise of home fitness. However, the industry is also characterized by intense competition, with established players like Peloton and emerging startups vying for market share.

SWOT Analysis:

  • Strengths: Strong brand reputation, innovative product development, loyal customer base, efficient manufacturing processes.
  • Weaknesses: Limited international presence, reliance on a single product line, potential for over-expansion.
  • Opportunities: Growing demand for home fitness, emerging markets, technological advancements in fitness equipment.
  • Threats: Intense competition, changing consumer preferences, economic downturn, potential for technological disruption.

Porter's Five Forces:

  • Threat of New Entrants: High, due to low barriers to entry and increasing demand for fitness equipment.
  • Bargaining Power of Buyers: Moderate, as consumers have multiple choices and can easily switch brands.
  • Bargaining Power of Suppliers: Low, as Striders has established relationships with suppliers and can easily switch suppliers.
  • Threat of Substitute Products: High, with various fitness alternatives available, including online fitness platforms and traditional gyms.
  • Competitive Rivalry: High, with numerous established and emerging players competing for market share.

Value Chain Analysis: Striders' value chain consists of:

  • Inbound Logistics: Sourcing raw materials and components.
  • Operations: Manufacturing and assembling fitness equipment.
  • Outbound Logistics: Distribution and delivery of equipment.
  • Marketing & Sales: Promoting and selling equipment to customers.
  • Customer Service: Providing support and maintenance to customers.

Business Model Innovation: Striders can leverage technology to innovate its business model, such as:

  • Subscription-based services: Offering access to online fitness classes and personalized training programs.
  • Data-driven insights: Utilizing user data to personalize product recommendations and improve customer experience.
  • AI-powered fitness coaching: Integrating AI into equipment to provide real-time feedback and personalized guidance.

4. Recommendations

1. Strategic Acquisitions: Striders should pursue acquisitions of companies in complementary markets, such as wearable technology, fitness apps, or online fitness platforms. This will expand their product portfolio, increase market share, and provide access to new customer segments.

2. Organic Expansion: Striders should focus on organic growth through:

  • Product Development: Introducing new product lines, such as smart treadmills, connected strength training equipment, and home gym packages.
  • Market Penetration: Increasing market share in existing markets through targeted marketing campaigns, partnerships with retailers, and expanding distribution channels.

3. Technology and Analytics: Striders should invest in technology and analytics to:

  • Enhance Operations: Improve efficiency in manufacturing, logistics, and supply chain management.
  • Improve Customer Experience: Personalize product recommendations, provide real-time feedback, and offer customized fitness plans.
  • Drive Marketing Efforts: Utilize data analytics to target specific customer segments and measure the effectiveness of marketing campaigns.

5. Basis of Recommendations

These recommendations are based on:

  • Core Competencies: Striders' strong brand reputation, innovative product development, and efficient manufacturing processes provide a solid foundation for expansion.
  • External Customers: The recommendations address the growing demand for home fitness, personalized fitness experiences, and technological advancements in the industry.
  • Competitors: The recommendations aim to differentiate Striders from competitors by offering a wider product portfolio, enhanced customer experience, and leveraging technology to gain a competitive edge.
  • Attractiveness: The recommendations are expected to generate significant returns on investment through increased market share, revenue growth, and improved profitability.

6. Conclusion

Striders has a unique opportunity to capitalize on the growing fitness industry and achieve sustainable growth. By adopting a hybrid growth strategy that combines strategic acquisitions, organic expansion, and technological innovation, Striders can position itself for long-term success in the evolving fitness market.

7. Discussion

Alternatives:

  • Focus solely on organic growth: While this approach is less risky, it may limit Striders' growth potential and ability to compete with larger players.
  • Aggressive acquisition strategy: This approach could lead to rapid growth but carries significant financial risks and integration challenges.

Risks:

  • Integration challenges: Acquiring and integrating new companies can be complex and time-consuming.
  • Technological disruption: Emerging technologies could disrupt the fitness industry, requiring Striders to adapt quickly.
  • Economic downturn: A recession could negatively impact consumer spending on fitness equipment.

Key Assumptions:

  • Continued growth in the fitness industry: The recommendations assume that the fitness industry will continue to grow in the coming years.
  • Striders' ability to execute its strategy: Successful implementation of the recommendations depends on Striders' ability to manage resources, integrate acquisitions, and adapt to changing market conditions.

8. Next Steps

  • Develop a detailed acquisition strategy: Identify potential acquisition targets, evaluate their financial performance, and develop integration plans.
  • Invest in product development and innovation: Allocate resources to develop new product lines and leverage technology to enhance existing products.
  • Enhance marketing and sales efforts: Implement targeted marketing campaigns, expand distribution channels, and leverage digital marketing strategies.
  • Build a strong technology team: Hire skilled professionals to develop and implement technology solutions for operations, customer experience, and marketing.
  • Monitor market trends and competitor activity: Continuously analyze market trends, competitor moves, and emerging technologies to ensure Striders remains competitive.

By taking these steps, Striders can ensure its long-term success and capitalize on the exciting opportunities in the fitness industry.

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Case Description

The founders of Strider Miles (Striders), a running club headquartered in Mumbai, India, faced a dilemma. Over 14 years, they had built a business based on their love for sport and their own entrepreneurial inclination. The growth of Striders was an outcome of both a growing interest in running for fitness as well as the promoters' efforts. The founders had, thus far, made minimal investments in fixed assets and marketing and promotion. Going forward, however, they were not sure about how to grow the business nor the implications of their current business model.

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