LEOMO Type-S Research
LEOMO
LEOMO is a motion analytics company at the forefront of sports biomechanics, empowering athletes with innovative devices and software solutions to optimize performance and prevent injuries. Their state-of-the-art wearable sensors and analytical software tools provide real-time insights into an athlete's biomechanics, revolutionizing training methodologies across various sports disciplines.
BUSINESS CHALLENGE
I was the first product marketer at LEOMO and paved the way for this new role and its corresponding cross-functional relationships.
My first day on the job came shortly after their noticeably unsuccessful product launch of theType-S. It then quickly became apparent that the sales team was selling a product we weren’t building, the product team was developing a product our buyers didn’t want, and the customer service team was receiving customer feedback, but it wasn’t being shared with the rest of the team. These inconsistencies were reflected in their marketing efforts.
ROLES
Amanda: Product Marketing Manager
Independent deep-dive research
Upon completing my research, I presented my high-level findings company-wide and deeper 1:1 presentations to the Product, Sales, and Customer Service teams.
SOLUTION
With the approval of my two direct supervisors, I did a deep-dive research project into the competitive landscape of cycling computers on the market to define our positioning and reset our messaging.
MY APPROACH
RESEARCH
A robust spreadsheet of all relative devices, including price points, key features, top takeaways from 3rd-party reviews, unique selling points, each company’s rank and reach, estimated monthly web traffic, SEO, relative press, key partnerships, and more.
I identified the top 3 competing devices, purchased them, and used them personally for one week each to gain a deeper understanding of each.
Performed 1:1 customer interviews to gain insight into their specific use cases of our device, what they feel it’s lacking, and what they like most
FINDINGS
Common themes between key features in competing devices and what the customers felt like were lacking were quickly identified.
It was unclear to customers whether this intended to replace the bike computer or used in addition to - Our positioning and message were messy.
Our messaging was too broad and our product was too complex. It was unclear to customers how our product benefited them and how to use it.
We did not have basic consumer-expected bike computer features that were necessary for day-to-day function.
Our device was primarily being used by biomechanics and bike fitters who were supporting top-performing endurance athletes, specifically cyclists and triathletes. It was rare to find an athlete who used the device daily.
With the high price point and complexity of motion analytics, the barrier to entry was high. There was little support on the onboarding process.
RESULTS
These findings allowed us to significantly narrow the target audience by focusing on endurance coaches and bike fitters of elite endurance athletes.
Repositioned our product and revamped all messaging. Created and added relevant and supportive use case documentation to the website to support the consideration phase of the marketing funnel.
Successfully persuaded the product team to shift their product roadmap to prioritize consumer-expected features and established strong working relationships for future endeavors.
Created sales enablement documentation for the sales team and built strong relationships and rapport.
In time and after additional website pieces were created, we relaunched our product with significantly higher CTR and engagement rates.
