In the recent years the evolution of technology, and the growing number of social networks contents and activities related to fitness and wellness, are more and more boosting people to adopt a healthy and active lifestyle: seeking for fresh physical and psychological benefits.
Wearable solutions, online coaching and training programs remotely accessible, boutique and pay-per-class studio offers drawing people to pay more for a more interactive exercise experience, new service models based on the concept of sharing resources and facilities, and new partnerships compose the context of exercise today.
Upon analysis of the current strategy (as-is) and portfolio of Technogym, mapping of the Wellness ecosystem and indedification of users' needs, new meanings were developed that led to the creation of a new strategy (to-be), a new business model that focuses on new partnerships for Technogym and a new value proposition for the end users.
- Technogym brand was created by Nerio Alessandri in 1983. Ever since, its focus has been on safety and ease of use.
- Technogym has broadened over the years and now ranges from Fitness Clubs to the Hospitality & Residential sector, HCP (Health, Corporate & Performance) and Home.
- Technogym has been the official supplier of the last six editions of the Olympic Games: Sydney 2000, Athens 2004, Turin 2006, Beijing 2008, London 2012 and Rio 2016.
Wellness ecosystem --> Needs --> New meanings
The digital age has transformed the way we relate, travel, work and fulfill our daily tasks, cooperate in our jobs, enjoy moments in life, and express our feelings. At last, this transformation has affected the way we exercise.
In a world that is moving extremely fast, people have been trying to find new ways to enjoy their time by sharing positive experiences with their friends and families.
Within this context, new ways of exercise, communication, and interaction appear, forming temporarily peoples’ choices and impacting in various ways the Fitness Industry, remodeling the ways we approach the Wellness Lifestyle nowadays.
The Wellness network consists of Products, Services and Spaces. Within it, and through the use of equipment, spaces, digital devices and new iniciatives, the different stakeholders aim to satisfy the end users through the delivery of unique experiences.
Fitness industry is incoprated as a subsystem to the more expanded Wellness Network (showcased above), and so does Technogym with its equipment.
- According to research, people today understand more and more the importance of following a healthier lifestyle.
- However, many perceive exercise as an obligation when compared with other wellness lifestyle joys.
- Perceptions play significant role in the formation of lifestyle habits.
It seems that change of meanings is essential so that Technogym provides new products & services and therefore accomplishes its mission of improving people's quality of life.
Replying to the challenges of the 21st century while maintaining its leading role in the sports industry, TECHNOGYM's new strategy suggests new ways of increasing its market share and revenue, by elaborating its activities within the Wellness sector and evolving its business model.
The Wellness on-the-go strategy focuses on the evolution of a new MACRO-system for Technogym with the goal of developing new experiences for the end users that utilise the facilities where technogym equipment is incorporated, and their business partners and customers.
The new strategy sets TECHNOGYM as a Wellness PSS provider compared to its previous position as just a physical, athletic and medical equipment provider.
The 'one-stop-shop' services platform gives to wellness providers the chance to partner among them without being involved logistically, and therefore the opportunity to better serve their customers with minimum cost.
Through the new strategy, Technogym suggests a value proposition for the end users (individuals). These either purchase the Technogym equipment or utilise it along with experiences provided by Technogym's partners.
Technogym's 'on-the go' strategy aims to satisfy the needs of individuals for personalised, easy, anywhere-anytime access to a variety of wellness experiences.
At the same, Technogym's mission for assisting people adopt a healthier lifestyle will be satisfied.
Focus is still on B2B, but the new business model for Technogym illustrates new Key partners and Revenue sources; Key activities focus on new partnerships & services development, and new customer segments are added as part of the bigger Wellness network that Technogym intends to take the lead.
A hybrid Wellness Services network. A Wellness lifestyle guide for people all over the world.
Bringing under one platform wellness centres, trainers, public organisations, food industry sector, hotels, and spa centres, among other individuals and institutions, Technogym will offer easy access & use of wellness services and equipment to people worldwide, as part of the provided fully customised experiences.
Under the M/W IoT services platform and the M/W App, Technogym aims to inspire people on adopting physical, healthy, and enjoyable habits and developing a positive mental attitude.
Lessons learned
- Interaction design goes beyond UI – It requires systemic thinking and skills to create meaningful interactions that meet real needs.
- IoT unlocks new opportunities – It enables innovative services and evolving business models.
- Value creation needs both macro and micro perspectives – Maintaining strong practices internally while fostering external partnerships is key to sustaining leadership.
- User expectations are rising – People demand accessible, personalized experiences and continuous support, making collaboration between small and large companies essential for delivering ongoing value.
My role - Award
I conducted all the research, analysis, development, and design for the UX strategy for Technogym. Specifically, I carried out secondary research on Technogym’s product portfolio, existing strategy, and goals, and primary research through social media and app reviews to understand user expectations and perceptions of wellness.
Based on these insights, I proposed a new UX strategy for Technogym 2030 along with a business model to support the strategic objectives. I also designed the UX elements to be incorporated into the new M/W Technogym App, enabling access to Technogym experiences anytime, anywhere.
This project was developed in a short timeframe as part of a design competition organized by Domus Academy in collaboration with Technogym, for which I was awarded a scholarship for the Master in Interaction Design at Domus Academy.
My deliveries
Wellness network mapping
Strategy (as-is)
Insights - change of meanings
B2B & B2C Value propositions
Strategy (to-be)
Business model canvas
Technogym Wellness Platform logo
UX design - App wireframes