Athos Product Launch

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PHASE 3 By Ray Ablao, Paul Gabriel, Phillip Lam, Elliot Mar, and Ariana Wong

Transcript of Athos Product Launch

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PHASE 3By

Ray Ablao, Paul Gabriel, Phillip Lam, Elliot Mar, and Ariana Wong

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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 PlansWe 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 advantage and continue to differentiate ourselves from the competition. With Athos Active, we are aiming at our competitors: Hexoskin and UA Health

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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 SystemUtilizing 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.

Resources: Project Team Hierarchy (Heavyweight team)

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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.

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

Quality Control

Human ResourcesDesignManufacturing

and OperationsSales and Marketing

Product Manager

CEO

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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, mobile app

One shirt, one box, and mobile app

Shirts (Men’s, Women’s, Junior’s)

Scale, Wrist Wearable, and Heart Monitor

Product Claims

Improves muscle asymmetry, balance, allows athletes to tailor workout to suit fitness goals,

Comfortable wearable to improve fitness through tracking heart rate, cadence,

Measures heart rate, variability, breathing rate, breathing volume, activity, and sleep

Allows you to stay healthy, and live longer.

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prevents injury distance, and caloric burn

Target Consumer

All Athletes concerned about fitness

Fitness enthusiast, and Runners

Athletes, Health Researchers, Space Researchers

All people concerned about health

Brand Positioning

Fitness and Training

Fitness and Training

Health and Fitness

Health and Fitness

Hardware Features (what it measures)

EMG-Measures muscle exertion/utilization 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 breathingShorts- 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 maxUA Heart Rate: 1 on skinUA 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

Mobile Platform

Yes (iOS) iOS Android, iOS Android, iOS

Desktop Web Platform

No No Yes Yes (MyFitnessPal)

SDK (Software

No In Development Yes (iOS/Android)

Yes (iOS/Android)

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Development Kit)

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 AAUA Heart Rate: 220 mAh (up to 365 hours)

Citation (“Best Fitness Tracker”) “Under Armour HealthBox Fitness Tracking System”

Rollout Strategy:

Pre-Launch ActivitiesAthos 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 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 DecisionSince 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

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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 PlanThe 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 FitnessMay 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 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.

Messaging1. Athos Active enables its customers to utilize their bio signal data to adapt and enhance their workout at an affordable price

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Promotion PlanFirst 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.

Press Release

PRESS RELEASE 6/2/2016Athos - 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.

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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.

Athos Promotional Flyer

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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 StrategyManufacturers

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 have enough resources to meet the demand of our large target audience. Therefore we recommend MAS Holdings to

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include their strategic partner, Brandot International Ltd, to help with the manufacturing efforts. Brandot International brings strong manufacturing capabilities and product know-how (Brandot).

DistributorsTo 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 RetailersTo 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.

Operations Plan:

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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 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

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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.

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

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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 SummaryValue PropGoals/MeasuresProject Plan/ResourcesCustomer TrialsPricing StrategyCompetitive AssessmentRollout StrategyCommunication PlanChannel StrategyOperations PlanSales Training PlanCustomer Service PlanObsolescence PlanOutstanding 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:

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-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

Exhibit 2- Examples of Direct Response Survey Questions

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Exhibit 3- Perceptual Map

Exhibit 4- Social Media Campaign Costs

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*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

Exhibit 6-Supply Chain and Channel Structure

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APPENDIX

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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 for R&D of

Awareness: ads, partnershipsEvaluation: product demo days, trainer usage with clientsPurchase: online and through storefront partnershipsDelivery: standard delivery or take home at storesAfter sales: service provided

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product-Legal resources

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.

Work Cited:

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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.

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