Group 1: Amira Israeli, Christine Jensen, Emma Panter, Katie Saxon, Mikaylah Reyes, Sam Austen
Homebody
A fitness app for those who are just too busy!
Fitness and physical activity in general is nothing new. People have always needed some type of exercise to be the healthiest version of themselves. Unfortunately, as the world progresses and new technologies, ideas, and events are popping up, people have less and less time for the simple task of physical fitness. Time is in short supply. While young people desire having fitness in their daily routine, they simply cannot sacrifice the time to plan a workout and go to the gym.
Why Focus on Fitness?
Problem and Research
The problem we wanted to solve is how can we make exercise more accessible and efficient for the busy young adults that want to be active. A study done by Technogym (n.d.) outlines how there is a “wellness deficit” among young people due to financial problems, insecurity with their appearance, and being too busy (you’ll see further into this article in our business case how we addressed these issues). It’s also apparent that people are always curious about fitness, and it is continuously a relevant topic, as google search trends outline that the word “fitness” is searched over 80 times every day in Canada (Google, n.d.).
A quick Google search was enough to confirm our problem was one that needed to be solved, but it wasn’t enough for us to build an entire app without knowing whether it was something people wanted. We conducted a survey to see if actual user’s needs aligned with our project problem. Of the people that were surveyed, 73% currently work out regularly, while the other 27% did not. We then split the survey directions for those who do and do not work out.
The people who do exercise often were asked 4 questions, the first of them inquiring if they often work out at home. About 70% do work out at home, while the other 30% tend to keep their workout environment at the gym. We also asked if they feel more comfortable working out at home, and over half of the participants believed they would be more comfortable in some way.
We asked these questions because our problem and solution would most likely serve its purpose as a home work-out solution, and we wanted to gauge the interest of our audience in bringing their exercise into the home environment. To explore this further, we directly asked if an app that plans a workout would be useful to them, and it was an overwhelming response of yes.
The last question we directed at those who do work out was to understand why they may need a workout plan made for them. We looked into the idea that people are too busy as was found in the research and the answers mostly confirmed this as one of the several reasons people don’t plan a work out as about half agreed with the statement.
Moving on to the 27% of respondents who do not work out regularly, we wanted to see this group’s opinions separately, as we see the value in targeting new additions to the exercise lifestyle. First we asked them if they wanted to add exercise to their routine and all 9 said yes. We also wanted to gauge time as a barrier with this group as well, so we asked them if they were too busy to plan a workout, and a majority agreed with this statement.
Finally, we asked the same question of whether the app would be useful to help get this group started with exercise in their routine, and overall the response was that our app would indeed be helpful for many.
Overall, the research verified our problem statement and allowed us to proceed with ideation for a tool that would assist with the needs of our audience.
Solution exploration
Once the research was complete, our team was free to begin ideation. We did this through a collaborative brainstorming session where everyone threw out ways we can help solve the problems facing fitness with our technological tool. Several ideas came up that gave us direction for the solution to our problem.
The first of the ideas was to create a rep counter for when you are doing a workout. The goal with this was to make it easier and take counting their reps off their mind. While this idea was plausible, it unfortunately could not stand alone as a solution to the fitness problem itself. The rep counter was more of something that we could integrate into a greater solution, so we tabled it as an idea to possibly use as a feature of the final tool.
Secondly, we considered the possibility of fitness data tracking such as time of workouts, heart rate, calories burned, etc. Unfortunately, we’d need a physical product involved to gather lots of this data, and things like Fitbit or Apple Fitness in the form of smartwatches already accomplished this. Getting the data wasn’t the only struggle, as this solution would not address getting people to work out in the first place or help with their busy schedule.
While brainstorming, we went on a bit of a tangent to address another issue with fitness that we know many have. We spoke as a team a bit about how people commit to their health through fitness, but they struggle to follow through with a healthy diet as well. For this reason, we thought it might be useful to create a meal planner for the best nutrients you’ll need after a workout. Soon we realized that this did not fully address our original problem statement. That said, the idea would be great as a new feature introduced in future updates of the tool to bring back in users if market value for the tool were to decrease for any reason.
Some final brainstorm ideas before coming up with the final solution included tracking the lifespan of your fitness gear and creating a daily motivator that encouraged you to work out. The same situation came up where these seemed like feasible updates to the app but could not stand as a final solution as they did not address the entire problem.
Homebody’s Concept and Creation
Final Solution and Business Case
The final decided solution was to create an app that generated exercises and built a full work out for you based on the “gear” you have available at the time. It would allow you to input your fitness supplies, pick exercises that are best suited to you and your space, and favourite exercises that best suit you.
This solution presented itself as the ideal direction because it solves all parts of the user’s problem. It addresses the issue of financial problems being a barrier by allowing you to work out with what you have and not expecting you to spend on a costly gym membership. If the user feels insecure or uncomfortable in the gym, this app would be perfect for them, as it shows ways they can work out in their own environment until they feel more comfortable. The solution tackles the “being too busy” problem by quickly and effortlessly creating your work-out, so you don’t have to spend time thinking, just exercise when and where you can.
By using our app to remove user barriers, we are certain this business idea will be successful as it is based in the user’s already present desire for a healthier lifestyle and removing those obstacles that are stopping them, making it easy and worth their investment in the app.
The Process of Creation
When developing the preliminary wireframes, we utilized many elements from the brainstorming phase. Some of the main considerations included choosing appropriate colour palettes, icons, and illustrations based on our target demographic. We decided to use Adobe XD to create a working prototype and to demonstrate what our finished application would look like if we were to bring it to market.
Phase 1 — Low Fidelity Wireframe
In total, we created three different iterations of our application, beginning with a basic wireframe we used to map out several pages and layouts. Starting with a very low fidelity wireframe allowed us to easily alter elements to increase usability and functionality without having to worry about disrupting aesthetic elements. We thought of this phase as more of a planning phase to help us create a strong foundation for the following versions. Once we were satisfied with the general layout and elements, we requested user feedback from group members in order to make sure that the layout and features of our first iteration aligned with the rest of the group’s vision for the app. After getting feedback and the remainder of the group approving the first phase, we continued to the next phase of our prototype.
Phase 2.a. — High Fidelity Wireframe
The next phase was used to explore the colour, typefaces, and illustrations we wanted to use throughout the app. This phase helped us to gain a better understanding of what we wanted the final product to look like aesthetically, and how those elements would work together without compromising any of the usability or functionality established in the previous step. This prototype was non functional, but we completed several pages to ensure that we could keep a consistent theme throughout the entire app. Once again, we conducted a group session to get user feedback on the app and ways to improve its overall feeling and functionality so that we could continue to add features to our later iterations.
Phase 2.b. — High Fidelity Wireframe
This iteration of the app consisted of minor changes to a few of the design elements. The first feature that we had changed was to create a floating navigation bar on the bottom of the app to make it feel more modern and airy. We also changed the colour of the navigation bar to white because we wanted the app to feel more updated and based on our research, many fitness apps use white elements throughout their app.
The icons were also adjusted so that when a page is not in use, it would appear blue, and when it is in use, it would appear yellow. This feature improves the user experience by adding minor features to help them navigate through the app easier.
To modernize the overall look of the app, we added a gradient to the background so that it didn’t feel as flat, included a drop shadow behind each block to create some distance between the foreground and background, and changed the typeface and colour to match our branding. These improvements helped us produce a more modernized app that did not feel outdated, and dramatically changed the overall feeling to a positive and enjoyable experience. Prior to making our final adjustments to our last iteration of the app, we conducted user feedback with the group.
Phase 3.a. — High Fidelity Wireframe: Final Adjustments
Our final iteration was the working prototype, this is the version of the app we would hypothetically bring to market. The final prototype included all of the pages and features the app would have, and was meant to aid the coding portion of the process.
The final changes that were made to the app included the following:
- Background colors were changed to either white, blue, or yellow and illustrations were included to add more variation throughout the app.
- The name ‘garage’ was changed to ‘gear’ in order to be more straightforward for users.
- Home page: We added a profile button in the top right corner of the app in order to add another button in the navigation bar. The main page ‘weekly progress’ was redesigned to allow users access their insights quicker to see how they are progressing and buttons were added above for daily check-ins to track their mood prior to completing an exercise.
- Changed the gear and workout icon to a dumbbell and running person. The previous navigation icons seemed to be confusing and users were frustrated. After changing the icons, feedback from group members has been positive and there seemed to be less confusion when navigating through the pages.
- The Favorites page was redesigned to allow users to search for specific items and favorite them directly in this page. Users could also click ‘build workout’ which would take them to a similar looking page where they could select the gear they want to use and the app would generate a workout based on their selections.
- The workout page was created based on user feedback from previous iterations and through research. Each page is unique and visually tells the user that they are on a new page. This progression through the workout signals to the user where they are in the app so that they know what to expect each workout they do.
Functionality
While the XD prototype allowed us to visualize the functions of the app and how a user may move through it. Unfortunately, Adobe XD did not result in an app that was ready for the market. We needed to move to another tool that allowed us to code conditional statements and a series of tags and filters to allow the app to function flawlessly for the user. To achieve this, we used Glide Apps.
Glide Apps allowed us to create many pages, subpages, and informational sections within the app that the user could move through seamlessly due to informational spreadsheets acting in the background. When a user selects the gear they have available to them, if-then conditions are applied to the workout page to only show workouts that align with the gear selected. Once you press start on the workout, it is coded to randomize the exercises, but the user can press the shuffle button to redo this action. Users can also favourite a workout, where they will then transfer and copy to the favourites’ folder.
With Glide, we were able to achieve almost all the originally planned functionality. The only downside was that certain extra features were blocked behind a paywall, so we could not apply the branding and visual design as planned. For this reason, the product that would hit the market would function like the Glide version and visually match the XD prototype.
Finalized App Photos and Walkthrough
Homebody on the Market
Environmental Scan (Key Competitors on the Market)
To explore precedent, we have outlined a list of 5 fitness-based applications based on personal use: Trainerize Fitness App, JEFIT Workout Planner Gym Log, Apple Fitness, Strava, and Volt.
Trainerize Fitness App is a personal training platform that helps connect trainers to their clients, offering training online on scheduling for in-person (TSR Gym Technik Ltd, n.d.). Trainerize also allows users to build custom training plans (built by trainers) , schedule workouts, and track progress (TSR Gym Technik Ltd, n.d.).
JEFIT is primarily used for planning home workouts by giving users access to 3000 free exercises (Jefit Inc, n.d.). The workout plans developed in JEFIT are entirely user based (TSR Gym Technik Ltd, n.d.) — this may be overwhelming for the user and is something our group has identified as a possible pain point.
Apple Fitness is an app designed specifically to leverage the capabilities of the Apple Watch to provide users with specific workouts and health data feedback (Apple, n.d.). Apple Fitness has a monthly subscription fee of $13.99 per month (Apple, n.d.), which may be a barrier of entry for beginner users struggling to find motivation.
Strava is a fitness app helping users track performance data, largely focused on running and cycling (Strava, n.d.). What sets Strava apart from the competition is their community focused approach to fitness; Strava allows users to join communities and track their progress in comparison to other users (Strava, n.d.).
Finally, Volt is a user-centric fitness application that helps guide users through a long-term workout plan that can be manipulated through user feedback (Volt Athletics, n.d.).
Overall, the general scan of the environment has led us to believe that our app fills the void that these other app’s leave, whilst combining some of the best features of each. It is also important to note that these competitors seem to be targeting those who are already into fitness, while we want to help new people connect with exercising regularly.
Stakeholder Analysis
Overview
A well-thought-out stakeholder analysis allows the project leads to provide targeted and important communications to all the right people in and around the organization (Product Plan, n.d.). To ensure the stakeholder analysis is thorough and fully developed, we followed the analysis framework outlined by ProductPlan; this framework is broken down into three main components:
- Determining stakeholders
- Grouping and prioritizing stakeholders
- Communication plan
By performing this stakeholder analysis early in product development, we are sure to capture all of the key players and reduce the complexity of communications and develop a sense of enthusiasm and excitement about our product (Product Plan, n.d.).
Determining Key Stakeholders
As a team we engaged in a brainstorm session to determine key stakeholders. The purpose of this brainstorm was to be broad to ensure that we don’t miss a potential key stakeholder (Product Plan, n.d.).
Grouping and Prioritizing Stakeholders
A comparison matrix was used to help group stakeholders and order them based on their involvement and importance in the development of the Homebody App (Product Plan, n.d.).
The Matrix outlines what we determined to be the five most influential stakeholders: dev team, users, advisors, investors, and advertisers. Although stakeholders such as advisors are all only potential, it’s important to recognize that at this point in development, it is important to organize and plan for their inclusion; just in case we end up using them further on in the development process.
Dev Team
The first stakeholder group identified was the development team. The development team represents the group of individuals tasked with the creation of the Homebody app; at the moment, our group of six represents the entirety of the development team. Although the development team now is small, with expansion of business it is safe to assume that the development team would mirror this growth.
This stakeholder was rated as having high impact as well as high influence– as an integral part of the project it is important that everyone in the development team is on the same page, as such, we have proposed weekly meetings as a means to provide updates and keep the team cohesive and productive.
Users
The “Users” stakeholder group represents the segment of the population that the app intends to target, this includes both potential and actualized users. At this point in development we are focused on providing a minimum viable product to attract funding, the consequent step would be user acquisition. Having user demands met is core to the strategy of the Homebody development team.
Since the user is the stakeholder that is directly impacted by the existence of our technology they were rated as having a high impact and a low influence. Users pose the benefit of being able to provide real world feedback through engagement surveys as well as user testing and feedback. With user-centric design it is important that we collect as much usage data as early as possible in the design process to ensure that any pain points can be mitigated appropriately; as such, constant updates to build excitement around the project will be key in engaging a loyal and helpful user base.
Advisors
Advisors represent the stakeholders that can provide both business and design advice based on their experience. With the development team of Homebody being fairly new in terms of getting products to market, it is important to have sources of wisdom to help guide us through the project. Currently, our professor Kris Hans is functioning as an advisor to the Homebody project by giving us feedback based on our reports as well as product pitches.
As a source of knowledge and information advisors have the potential to have a sizable amount of influence on the project therefore being rated as high for both influence and impact. However it’s important to note that the advisor stakeholder does not currently receive any compensation for their position and so it may be hard to attract more advisors unless they either; have a vested interest in the success of the project or have a personal relationship with someone on the development team.
Investors
Investors represent stakeholders contributing money to the project in exchange for some return. If we are able to provide proof of concept we may be able to land funding for something like a portion of revenue. Currently Homebody does not have many costs associated with development as the team is working for free however, as the business expands we will need to find a way to monetize to pay the teams that will be responsible for marketing and user research.
Investors were rated as having low impact and mid influence; the investors have the ability to provide a solution for the team to expand and grow however are rated under other stakeholders in terms of importance. Investment at this point is not as essential as other stakeholders for the success of the project in the current development stage.
Advertisers
Similarly to investors, advertisers provide the opportunity to monetize our product. Advertisers would benefit from user engagement with the app and would provide an opportunity for them to sell their product to our users. Advertisers appear to be a good option for a startup that may be having difficulty attracting investment from investors.
Advertisers were rated as having a similar rating to Investors as both stakeholders provide the same function to the business and receive similar benefits.
Feasibility
Overview
Using the guidelines found on www.simplilearn.com we conducted a feasibility study to assess the viability of our project. Project viability can be broken down into many sections; for the purposes of this project we focused on technical and economic feasibility (SimpliLearn, 2022).
Technical Feasibility
This section will outline our team’s capacity to develop our solution to determine if our resources match the intended outcomes of the project (SimpliLearn, 2022).
The focus of the development team so far has surrounded making a MVP (minimum viable product) as a proof of concept to gauge interest in the market as well as determine probability of success. So far there has been a focus on using prototyping programs such as Adobe XD in combination with no-code program builders– specifically the free version of Glide apps. Up to this point in the development process these options have been both technically feasible for the features we want to include as well as financially feasible.
Glide apps has allowed us to craft the general structure of our app– features such as “your gear” which allows users to select and add whatever equipment they have access to, a limited repository of customized workouts based on the aforementioned gear, as well as a fully functional user-interface.
To implement full-usability the project will require a more sophisticated programming solution. Right now we are limited by the templates that Glide has to offer, in order to implement the custom styles that we have outlined on our prototype we would need to code it. Since nobody on the development team currently has a robust enough understanding of mobile app coding, we would likely need to outsource this work to a programmer or even a team of programmers. As we move to final production the app would likely have a massive repository of workouts which can be algorithmically determined, meaning that hosting would also become a priority that scales with growth.
In conclusion as the project grows in complexity we will need to invest in a programming team as well as server hosting for larger numbers of users.
Economic Feasibility
Since stage one of the app runs on a no-code platform we have essentially created a minimum viable product ready for beta testing for no initial investment other than time. In this case we expect to be able to operate for free until stage one comes to completion and we are ready to grow our business and advance to stage two. Given a limited budget we plan on reducing scopes and releasing in stages to ensure that we can get to market faster and keep start-up costs as low as possible; this also allows for us to predict the response and necessary budget more accurately for each stage (Danise & Riani, 2019).
Once Stage one of the project is complete (the MVP), the development team will turn its focus to stage two of product rollout. Stage two consists of the following: Using research and feedback to implement appropriate design changes, hiring a team of programmers, marketing the app, applying for funding, organizing advertising and focusing on user acquisition and growth. To ensure that stage two of the project will be economically viable we outlined projected costs.
Outlining projected costs we can determine the amount of funding we need to be a financially viable business. From our research we found that the average app costs anywhere between $30,000 USD and $700,000 USD for initial development (Utility, 2019). We project based on the complexity and the features of the app, that the cost for a fully realized app would be around $150,000 USD (Utility, 2019).
$150,000 is obviously a large sum of money, there are essentially two options that we have: take out a business loan and work with a freelancer (which is cheap but poses a significant risk), or we can choose to seek funding (Utility, 2019). We have determined that if possible we would like to pursue a relationship with a technical co-founder– this kind of investor would likely be seeking equity as opposed to a payment of cash, but the benefit is their experience and ability to aid in project management and talent acquisition (Utility, 2019).
To initially attract users we planned on sustaining a free to use model which means we would need to rely on advertisements to pay for our operational costs for the first year or so. Mobile advertising is at an all time high in terms of market investment, meaning that as long as we can provide the users advertisers won’t be hard to find (Dogtiev, 2022).
According to Imagine Innovation, the average app should budget around 20% of the startup cost towards monthly maintenance and operational costs of the app (Georgiou, 2021).
According to the 20% rule Homebody should expect to be spending around $30,000 per month in operational costs (Georgiou, 2021).
Both banner and full screen ads will be run during this stage of the project; adjusting for the average cpm in Canada we would need to maintain between 5000 to 100,000 users per month. Obviously this is a wide range, but this depends on the distribution of banners to full screen ads.
Projected users could range but it is unlikely we break the 100,000 user mark for at least a year. I would say a healthy estimate would be around 5000 to 15,000 users per month which would make the advertising strategy feasible (and only improve with the growth of the app).
Banner Ads CPM
Full Screen Ads CPM
Whilst we want to keep user access to the app free, we recognize that ads can be intrusive to the user-experience– that is why we will offer an ad-free subscription for the cost of $3.00 per user. With this subscription we can offset the loss of revenue from the advertisements whilst still remaining a competitive and affordable option on the market. In stage three of app development Other incentives may be used to promote a subscription such as, advanced workout tracking, or access to premium workouts and meal plans.
It is clear after doing the research that Homebody can be a financially viable product given we are able to attract and maintain somewhere between 5000 to 100,000 users per month.
Implementation Plan
Marketing
As a start-up it cannot be understated how important marketing is to the success of our ideas; what good is a solution if nobody knows about it? Most app projects overlook the importance of marketing their brand; Around 59% of start-up apps don’t make enough money to cover the cost of development (Utility, 2019). The key to having success on the app store is to acquire a lot of users and to do it quickly– this is what pushes the app to the “top charts” section of the app store which greatly accelerates the growth process (Utility, 2019). We have granted a large portion of our initial development budget to Marketing (around $15,000), this should allow us to aggressively advertise and spread the word about our app to many individuals. The plan is to target communities and individuals according to two main factors:
- Being a part of the target market for Homebody
- Propensity to propagate and share information
By targeting our markets to the correct channels we can ensure that no portion of the marketing budget goes to waste. By focusing on individuals likely to share information upon their own volition we are effectively increasing our communications to the public two fold; this means young individuals active on social media, and individuals with an existing social media presence.
User Acquisition and Retention
Through our aggressive marketing campaigns we intend to acquire as many users as possible. A key component of this marketing effort will be influencer marketing; for this it is important to target influencers that mirror the expected target audience (Sinkwitz, 2021). For the purposes of Homebody we will target fitness influencers on social media platforms such as TikTok, YouTube, and twitter. These endorsements are far more effective than traditional forms of marketing and will allow us to grow a loyal user base quickly (Sinkwitz, 2021).
In order to build a die-hard group of supporters we will take a few steps to ensure that our initial users are retained (Moore, n.d.)
- Offer incentives for being an early user
- Keeping users up to date
- Rewarding users for engaging with the product
- Constantly develop Features
- Ensure we are listening to user-feedback
Conclusion
As it sits, the first stage of the project is nearing completion which entails a fully functional minimum viable product. This affords us the opportunity to start engaging in user testing and gauging user-interest. Moving forward the team will focus on rolling out stage two of the project. Outlined in stage two is a transition to creating the first beta version of our product with our design and programming teams by using the framework outlined in this document. After researching and planning our next steps we are certain that Homebody has the ability to fill a void that clearly exists in the “workout” app market currently– to create the ultimate workout app for beginners.
References
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