Arthur Goldstuck
4 minute read
16 Sep 2016
1:15 pm

Fitbit: Style added to technology, health metrics

Arthur Goldstuck

Fitbit story is fascinating and is about to enter its next phase as wearables graduate from mere utility to decoration.

Fitbit: Wearables graduate from mere utility to decoration.

It was a fashion show with a difference. Against the backdrop of the annual IFA consumer technology expo in Berlin, Fitbit chose a counterculture venue called Haubentaucher to show how its latest devices could be worn as both accessories and fitness devices.

Male and female models dressed in white outfits paraded along a temporary ramp built over a swimming pool, almost implying the devices would keep working if they fell into the water. The gadgets marked the next step in the evolution of the activity wrist band: the new Fitbit Flex 2 featured a removable tracker that could be slotted into a bracelet for the wrist or a pendant for the neck.

The potential was clear: the tracking component could be fitted into any clothing accessory or other wearable device. The bracelet and pendant were just the beginning. Fitbit also launched the Charge 2, the latest version of its market-leading activity band, with a larger screen that allows display of text messages.

It also features automatic sports tracking and “guided breathing” to help users regulate breathing and enhance relaxation. James Park, CEO and co-founder of Fitbit, added a buzz to the event by introducing the new devices. He has practically invented an industry by spotting what was missing in other inventions.

“I was very excited about the Nintendo Wii. I was really amazed at the way it made gaming something fun, active and positive,” Park said. “Families were getting off the couch. We thought, how do we capture that magic and put it in portable form?” He and co-founder Eric Friedman had less difficulty coming up with a solution than they had naming it, he admits.

“My co-founder and I were going through hundreds of names and variations. One day, I was just napping and I woke up and thought, ‘Hey, Fitbit!’ It just came out of the blue. Unfortunately, domain names were hard to come by. We reached out to the owner, who happened to live in Russia. We had an e-mail dialogue, asked how much do you want and he said $10 000. I said, how about $2 000? He replied okay, and we paid him via PayPal.”

Those were the easy bits. The next step, getting the product to market, is normally where even the coolest products fail. They chose the TechCrunch50 start-up conference to showcase their device.

The online publication that hosted the event, TechCrunch, described what was then a clip-on device in quaint terms: a wireless 3D pedometer and diet monitoring system that will cost $99 and connect online to upload activity levels and food intake.

“I don’t think success was a given in the early days,” Park said. “When we announced our first product at TechCrunch 50, Eric asked how many pre-orders I expected. He said five. I said, that’s pessimistic, I expect 50. By the end of the day, we had a couple of thousand pre-orders.” It was exhilarating, but it was the kind of success that can land a start-up in deep trouble.

“We’d only raised $2 million in capital, pretty small for a hardware start-up. It forced us to be pretty efficient and mean. We were always cognisant of the fact that we couldn’t depend on capital markets for money and one of our primary goals was to get profits going.”

Eight years later, Fitbit presides over the two best-selling products in history in the category, the Flex and the Charge. Its attempt at a smartwatch, the Blaze, has been less successful, as it is perceived to compete directly with the far more popular Apple Watch.

But as far as Park is concerned, it is about offering more options. “We wanted to make the successors to our original products more motivating, so we added health metrics and made the devices more stylish. People are looking for more style from this category. The devices are also getting smarter as we gradually introduce more connectivity functionality,” Park said.

“For example, your cardio fitness level tells you how well your body is using oxygen. To get access to this technology before, you had to be a performance athlete and go to a lab and spend a lot of money. We’ve encapsulated this in a small digital format on your wrist.”

According to Park, Fitbit spends the largest proportion of its research and development budget on sensors and algorithms and plans to continue developing new sensors that will give people better metrics about their health. His ambition for Fitbit is not as immodest as it may seem, considering what it has already achieved: “It will be incredible if Fitbit is considered an integral part of people’s health journey, in the same way as people wouldn’t think of buying a car without a seatbelt today.”