Executive Summary

The fact that kids are not getting enough exercise on a daily basis is becoming a much more prevalent issue. The CDC recommends just 1 hour of active play throughout the day, yet 75% of children between the ages of 10 and 14 in the United States do not receive this minimum amount. This lack of activity has been a great contributing factor to the rise of obesity and other health complications among children. In order to help motivate kids to be more active, GoPlay designed wearable fitness technology paired with a phone application that has a more kid-friendly design. It is intended to be used by children ages 10 to 14. Market research shows that there is a gap in the market for a product that fulfills three specific customer needs: efficacy, comfort and kid-friendliness.

GoPlay provides its users with wearable fitness technology that tracks the user’s activity throughout the day; however, GoPlay differentiates itself from its competitors by targeting a younger user audience. GoPlay’s phone app is split into two components, based off the two user interfaces. Parents and their children will see different versions of the app. The parental version of the app allows parents to see the progress of their child, to set goals for the child, and to be involved in the process. By offering a rewards system for accomplishing physical tasks, GoPlay helps children maintain an active lifestyle. The child version also provides the user’s with a fun social feature to make GoPlay more kid friendly. The physical GoPlay product provides its users with a comfortable way to track their activity. GoPlay comes as a chip that can be placed into a non-carcinogenic, hypoallergenic silicone material. The wristband is smooth, with no bulges or bumps protruding into the wearer. It is designed to be aesthetic, yet comfortably fit the user’s wrist.

The distribution of the GoPlay will be achieved in two phases. In the first phase the team will prove that there truly is a market for our product by shipping units to 4 specialty test stores as well as our website in order to gauge customer sentiment. During this period, marketing will be based primarily on the social platforms of Twitter, Facebook, and Instagram. After establishing a proof of concept, GoPlay will have the potential to enter all 1,050 of Best Buy’s US stores. The increased distribution footprint will increase the units sold drastically and also allow the company to expand to print advertising and attend various trade shows around the country.

Sales for the GoPlay will start right away in the first 90 days with an expected 500 units being bought in small retail stores and online. The break-even point will come in the first quarter in the first full year when we move into regional Best Buy stores.

When we get to our optimal projection year, based off of current competitors and assumptions about the way they operate, we will extraordinarily profitable. To achieve these sales figures, the team needs an initial investment of $72,000 in the first 90 days. Because we do not break even right away, the team will need additional funding in the first quarter. With this investment, the GoPlay can meet the needs of the customers and improve children’s health habits before they reach adulthood where lifestyles are harder to reverse.

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Table of Contents

Topic Page Number

Executive Summary…………………………………………………………………2List of Figures……………………………………………………………………….. 4List of Tables………………………………………………………………………… 4Acknowledgements………………………………………………………………… 5

Introduction…………………………………………………………………………...6Project Team Description…………………………………………………….6Company and Industry Background………………………………………...8Mission Statement…………………………………………………………….8

Research and Specifications………………………………………………………9Literature and Patent Research……………………………………………...9Competitors………………………………………………………………........10Customer Needs……………………………………………………………....10Target Design Specifications and Constraints……………………………..11

Description of Design Concepts………………………………………………….12Functional Diagram of the Overall System………………………………...12Ergonomic and Aesthetic Needs…………………………………………….12Concept Generation…………………………………………………………..12Concept Selection…………………………………………………………….13Concept Testing……………………………………………………………….13

Technical Feasibility………………………………………………………………..14Design Solutions and Descriptions………………………………………….14Preliminary Bill of Materials…………………………………………………..15Manufacturing Issues………………………………………………………....16

Financial Feasibility…………………………………………………………………17Market Strategy………………………………………………………………..17Channels of Distribution……………………………………………………...17Target Costs and Price……………………………………………………….17Cost Breakdown Summary…………………………………………………..18Financial Assumptions………………………………………………………..18Potential Funding Resources………………………………………………..19Base Case Financial Model………………………………………………….19

Conclusion and Recommendations………………………………………………21Summary Description………………………………………………………… 21Future Plans……………………………………………………………………21

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List of FiguresFigure Number Title Page Number

1 Competitive Conceptual Map…………………………. 102 Trajectory of User Data………………….…………….. 123 Cash Flow Chart………………………………………... 20

List of TablesTable Number Title Page Number

1 Customer Needs Matrix………………………………... 112 Bill of Materials………………………………………….. 15

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Acknowledgements

Professor CostaStacy SawinDr. Laible (Psychology Professor)Professor Wyatt (Design Process)Professor Ehrig (App Design)Carrie Gerencher (Nutritionist)Professor Frey (Electrical Engineering)Professor Bartoli(Electronics)Professor Heiss(Product Design and Manufacturing)Broughal Middle School TeachersOradell Middle School StudentsJason Nims (Nike Developer)Matt Bilsky (Computer Science)Dr. Kevin Levy (Psychologist)Broughal Middle School NurseDr. Alan Snyder (Psychologist)Elise Rogers (Nike Plus Representative)Professor Skinner (Child Development)Janet Hughes (Business Librarian)Mimi Ludwig (Engineer at Physical Therapy Clinic)Edward Miranda (Sensor Products Inc.)Sharon Seigler (Research Librarian)Dr. Lee Segal (Pediatric Surgeon)

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Company and Industry BackgroundGoPlay consists of five students who are currently enrolled in the Integrated

Business and Engineering Honors program at Lehigh University. The company’s primary goal is to solve the problem of children, specifically ages 10-14 not getting an adequate level of physical activity on a daily basis. Children are spending too much time sitting down, not being physically active and it is contributing to the rising health problems among younger generations. Parents either constantly have to be the bad guy and forcing their children outside, or parents just do not do anything and allow their children to sit indoors. GoPlay aims to bring to market a wearable fitness device paired with an application that they can buy for their children that will be effective in engaging children with the product and get children into the routine of habitually getting the minimum one-hour of physical activity per day.

The amount of children ages 10-14 in the US who do not get an adequate level of physical activity is about 11 million, which is 75% of the children. Based on the survey, the market size for a product that GoPlay aims to create is 75% of those children’s parents; that equates to a market size of 8 million children across the United States. The primary target market is parents with children in the middle school age range (about 10-14) who want a means encouraging their children to get physical activity while simultaneously not making them the “bad guy” and also removing the negative stigma that may sometimes be associated with physical activity. GoPlay’s secondary market would be the children themselves because they will be the ones who will have to beg their parents for a GoPlay and actually interact directly with the product itself and also the application.

Mission Statement“Our mission is to provide adolescents with wearable fitness technology that is motivational, engaging and user friendly.”

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Research and Specifications

Literature and Patent ResearchPatents:

Fitbit Inc.:Patented an alarm function based off of what time of day it is

How we avoid an issue: We want to incorporate an alarm to alert users on progress. Our alarm function is based off of activity levels and how far along in the daily goal the user is. Our alarm does not base off time and serves a different purpose than Fitbit’s sleep function alarm, so we differ in that aspect.

Patented a wireless data transfer of tracking functionsHow we avoid an issue: Since we want to be able to connect to a portable device, we need a way to sync a user’s data without violating Fitbit’s patent. Our device connects to other devices with a cable/USB. While Fitbit uses a USB as well, they do not have a patent on it. The user will still be able to sync their data through the USB.

Patented a goal setting function where Fitbit offers the goal for the userHow we avoid an issue: Because our end user is a child, we do not want to set strenuous goals that are too demanding. We have the ability to recommend a goal, but our device also has a setting where the parents can input a goal. Since we are only recommending a goal and not finalizing it, it is ultimately the parent who has the final say as to what the goal ultimately is.

Patented a function where a first user can connect with a second user and compare data

How we avoid an issue: One of our unique aspects is having the ability to connect children with other children. Known as “positive peer pressure,” children can compete with others to achieve more steps or earn more points than their fellow peers. Fitbit’s patent only deals with the proximity of two devices. We allow users to connect regardless of distance.

Nike+ Fuelband:Patented a superior type of battery that has a superior battery life and more functionality

How we avoid an issue: Our battery life is not “superior” as Nike’s claims to be, yet we are strong enough to provide a functional lifetime before needing a recharge. Our battery is similar to other types of activity trackers but it is not the same as Nike’s. Typically, our battery will need to charge every five days.

Copyrights:GOPLAY and goplay

How we avoid an issue: Our product name is “GoPlay.” The copyrights only exist with either all uppercase or all lowercase letters.

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Trademarks:There are no trademarks that are relevant to our company name or slogan.

CompetitorsThe main competitors to GoPlay are wearable fitness trackers and fitness

activities for kids. These include Nike Fuelband, Jawbone UP, Fitbit, XBox Kinect, and Wii Fit.

Figure 1: Competitive Conceptual Map

Customer NeedsThe top customer needs, as determined from the survey of 100 parents, are

effectiveness at getting child to exercise, comfort and kid friendliness. GoPlay is effective because the parent and child can view the child’s statistics and activity over time, helping to determine trouble spots, and because of the unique rewards system. It is kid friendly because the parents are always in control, keeping their kids on track, and the kids can compare scores with the social aspect of the app. GoPlay is comfortable because it comes in two sizes for the growing adolescent and because it is made out of soft, supple, safe silicone. GoPlay’s competitors do not meet these needs.

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Table 1: Customer Needs Matrix

Target Design Specifications and ConstraintsAfter going to different stores to find current solutions, wearable fitness

technology was a big solution, but was only marketed for adults. After talking to professors, doctors, and store associates whom use at least one of the competitors mentioned above, the team learned that this technology is very well received and effective among targeted generations. Between the team’s market research and the customer needs presented above, GoPlay decided that the best solution would be to design a piece of wearable fitness technology, designed specifically for children, ages 10-14. In order to ensure the children would like the product’s features, the team consulted many children, including their younger siblings and students at Oradell Public School in New Jersey.

The physical bracelet will include interchangeable bands in different colors so that children can have a choice as to what color they want to wear. The tracking device will also have a clip on the back of it so that should children not want to wear it more discreetly or not wear it as a bracelet, they have the option to do so. There are also indicator lights to indicate to the child how much of the daily goal they have accomplished. It progressively lights up and once the daily goal has been met, the entire emblem will be lit up. The mobile application will show the child how many steps they have taken and will feature scoreboards. The children said that they wanted this so that they could compare their scores to that of their friends.

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Description of Design Concepts

Functional Diagram of the Overall SystemGoPlay’s product comes in two parts; it comes in as a clip able chip that

connects to an iPhone application. The team entered the wearable fitness technology market in order to offer a product that was more kid friendly. The product works because an accelerometer within the GoPlay chip tracks the motion and activity of the user. Then the device sends the tracked information to the user’s app using Bluetooth and near-field communications antennas. Once the user has access to the Internet through Wi-Fi or cellular data, the GoPlay phone app will communicate the recorded information into online cloud storage through offline data caching. Once online, the parent user can access the child’s tracked activity data on the parent’s interface of the GoPlay app.

Figure 2: Trajectory of User Data

Ergonomic and Aesthetic NeedsErgonomic and Aesthetics were very important in developing GoPlay. The

wristband is very low profile, with no bulges or bumps protruding into the wearer. It is made out of silicone, which is non-carcinogenic, not a skin irritant, and hypoallergenic. It is also soft supple and durable. Aesthetics were important mainly because of the adolescent age of the customers. Adolescents see fitting in as very important, and for this reason we provided two methods of wearing GoPlay. First is via a small plastic clip, so that the product can be clipped virtually anywhere and be invisible to the wearer’s friends and classmates. Second is in a low profile wristband. This wristband looks very similar to other wearable technology on the market. Since wearable technology is an up and coming trend, adolescents may want to show off their cool and fashionable device. These low profile wristbands provide this modern technological look.

Concept GenerationThe most important, and differentiating, factor of GoPlay is its rewards system.

In order to generate concepts the team looked at already available products and services as well as brand new ideas. One idea was a market system. For every exercise completed the child would earn points, which could then be used to purchase items in a virtual store. Another idea was to link our product to a video game. Since children already love video games, the team had the idea of partnering with them. If the child exercised enough, he or she would earn an in game reward. The team also had an idea to have the child’s time of active play to set the amount of time the child was able to play his or her game, 60 minutes of playing baseball would account for 60

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minutes of time to play video games. Another concept was a parent-set goal and reward system. In this model, the parents would set a goal for the child. If the child met this goal, the child would receive an award. This award would also be something set by the parent. Both the goal and the reward could be anything the parent desires.

Concept SelectionSelecting an effective rewards model concept was integral to the success of

GoPlay. Doctor Deborah Laible was very helpful in this process. She described the difference between intrinsic and extrinsic rewards and how adolescents respond to them. She said that adolescents are just beginning to see the bigger picture, and may benefit from long term rewards. She also said that adolescence is where lifelong habits and lifestyles are formed, and that adolescence is where parents and children grew apart and it could be either constructive or destructive separation. Based mainly on these factors, the psyche of GoPlay’s user, the team selected a rewards system with goals and rewards set by parents, with an easy to use platform for creating week and month long goals.

Concept TestingTesting the product is the final stage in getting this product to market. In order for

the product to sell, it has to satisfy the primary buyers, parents, while also satisfying the primary users, kids. The team will be allocating $7,000 in the testing of GoPlay’s phone application. This testing will verify that GoPlay’s app remains bug free and is easy to use. Our cost for prototyping and engineering will be $1,000 and $5,000, respectively. We will also have to leave $1,000 for the final testing of our product to assure the highest quality for our users.

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Technical Feasibility

Design Solutions and DescriptionsThe physical GoPlay product has three major components, and the mobile

application has two components. In designing the physical product the three components are the wristband, the electronic components, and the plastic housing that surrounds the electrical components. The manufacturer has already done the design of the electronics. They will allow GoPlay to use their design. The plastic housing for the electronics was designed to be small and sleek while also having a clip on the backside for discrete wear. This was achieved with a rounded rectangle design on top with a smaller one on the bottom, in order to fit the clip securely on the bottom face. To design the wristband the fitbit band was closely examined. A rectangular prism with an opening on the wrist side was incorporate into GoPlay’s band, to house the chip.

The two components of the app design were the parental version of the app and the child version of the app. The parental version of the app had to give the parents enough information to see the progress of the child, allow the parents to set goals for the child, and keep the parent involved in the process. In order to achieve this, the parental app was designed with a special button to set a goal for the child, a special button to see graphs of the child’s progress, and a notification to pop up when a child completes a goal. The children’s side of the app needed a way to see goal progress, see stats, and compare with friends. To achieve this, a large progress bar is in the center of the screen, with a constant reminder of all active goals. The option is also there to see progress numbers and keep track. Located at the bottom are the buttons to see friends and add friends, and chart their progress. The design is top down, from most important progress to least important friends. Also, the most used buttons, friend’s display, is at the bottom, closest to the user’s thumb.

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Preliminary Bill of MaterialsTable 2: Bill of Materials

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Component Quantity Manufacturer Cost DimensionsWrist Band 2 KALI/KATER $0.25 20.32cm x

1.2 x 0.2 cm15.24 cmx 0.2 x 1.2 cm

MCU- 32 Bit 1 ST MICROELECTRONICS

$2.29 0.4cm x 0.4cm x0.1cm

Bluetooth Single-Chip

1 NORDIC SEMICONDUCTOR

$2.37 0.6cm x 0.5cm x 0.1cm

Accelerometer

1 ST MICROELECTRONICS

$1.08 0.2cm x 0.2cm x0.1cm

Battery 1 Texas Instruments

$1.63 1cm x 0.3cm x 0.8cm

Vibration Motor

1 Precision Micro Drivers

$1.54 0.34 cm thick 0.8 cm diameter

Near Field Communicator Antenna

1 Shenzhen Chuang

$0.14 1.6cm x 1cm

Plastic Casing 1 Damei $0.30 3.25cm x 1.25cm x 0.50cm

LED Indicator Lights

6 TAYEE $0.05 0.07 cm diameter

Total Cost:

$10.15

Manufacturing IssuesManufacturing will be done abroad. The manufacturer will manufacture, ship,

and package every component of the GoPlay. The manufacturer is the Joint Chinese Group, and the team’s contact is named Cindy. For the initial run they will charge $20.50 per unit.

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Financial Feasibility

Market StrategyThe marketing for the GoPlay will be done in two distinct phases. The first phase

will coincide with the initial market testing of the product in the four specialty stores. During this phase, marketing costs will be kept at a minimum in order to minimize risk. As such, we will use solely social media to get the message out. Our social media campaign will consist of users of the GoPlay posting pictures of them doing their favorite activities and tagging #myGoPlay. This will not only increase our social presence but also start to promote our brand as that of a lifestyle fitness brand. We will also spend $1,000 on Facebook sponsored ads and $1,500 on Google Adwords with the hopes of extending our brand saturation further. After establishing our proof of concept, we will ramp up advertising to include print advertising in publications such as Martha Stewart Living, Health, and Women’s Daily magazines. The reason we choose these magazines is because they target mothers who are concerned with healthy living and aspirational lifestyles and would be more inclined to be concerned with their child’s health/appearance. We also visit trade shows such as the Wearable Tech Conference to not only to network with potential distributors but to also stay up to date on the latest wearable tech trends.

Channels of Distribution In order to establish the proof of our concept's validity, we will first ship 400 units

to 4 specialty fitness stores in the Pennsylvania region. This will allow the team to assess whether customers actually want to purchase our product. As well as in retail locations, the team has decided to heavily promote the sale of the GoPlay online on its own website. The site will be bought and constructed by an outside source, for which it will cost $20,000 as per current quotes from current professors and other well-respected people who know the development field. These two main distribution channels will have combined sales of 500 units in the first quarter. The true potential profit in GoPlay lies with our long distribution plan. A local Best Buy manager divulged to the team that his store and the average Best Buy locations sells around 2-3 fitness trackers per day of each brand and that they sell out regularly. It is for this reason, and the fact that they have dedicated aisles to wearable tech, and a nationwide presence of 1,050 stores, that GoPlay chose Best Buy as its long term distributing partner. It is the main and dominant place to buy and compare wearable fitness products. This dramatic increase of retail locations and increase online sales will push the total units sold per year to 1,100,000.

Target Costs and PriceThe team settled on a selling price of $99.99. This is based on the fact that 75%

of parents surveyed said that they would pay for than 100 dollars on a device for their child and that the prices of our competitor’s products range from $100-150. With a cost per unit of $20.50 and a wholesale price of $50, we expect a profit $29.50 per unit sold in traditional retail locations. When producing products for our full distribution phase (which is discussed in the next section), the total cost of materials, manufacturing and

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shipping decreases from $20.50 to $16.77 per unit. For sales coming from our website, we do not have to deal with any retailers, which results in a larger profit.

Cost Breakdown SummaryThe costs of starting the company and producing and selling the GoPlay were

broken down into fixed and variable. The fixed costs were further broken down into development costs, ramp up costs, and marketing and support costs. All costs were based off quotes given to the team through direct contact with experts or contractors in their field. The development and ramp-up costs are only shown in the first 90 days since they only apply to getting the product ready for the full market. The marketing and support are throughout the lifetime because it is important to advertise and continue to get the word out to future consumers. The development costs consist of paying an app developer to actually develop our application to go along with the bracelet. In addition, before we contact our manufacturer, we have to test and prototype our product. Through this, we have to include engineering costs to actually build our chips and such, as well as paying for the prototyping of our products based off what consumers need and want in our final product. $20,000, $5,000 and $1,000 respectively. This adds up to a total of $26,000, which is only included in the first 90 days. The next part of fixed costs was the ramp up costs, which contain all costs of getting the GoPlay and its name out and into the respective market. The costs contain website design, which will be through a private contract paid out upon completion, and final market testing, which includes the price of units for which we will test and the traveling and other expenses consumed when taking the GoPlay into the market. These costs amount to: $20,000 and $1,000, respectively. This totals to $21,000, which is once again only included in the 90 day costs. The next section of fixed costs was the team's marketing and support costs. These include the costs of advertising through magazines, using Google Adwords, the costs of upholding social media sites, having website management to update the site, updating the app consumers will use, and paying for trade show booths and space. These costs are; $100,000, $25,000, $12,000, $10,000, $8,000, and $44,000, respectively and they total to $199,000 per year of total fixed costs. The next part of the total costs is variable costs, or the costs of producing, packaging, and shipping each unit per device. The costs of materials turned out to be $10.50. The cost of manufacturing from the Joint Chinese Group is $16.50 a unit, with all the materials included. The cost of shipping overseas, since our manufacturer is in China is $.27 per unit. This came out to be a total of $16.77 per unit to produce and ship, from material to final product on the shelf of a retailer. Therefore, a full production run of 1,000,000 units costs $16,770,000.

Financial Assumptions When determining the products’ financial elements, there were a few assumptions that the group had to make. The first assumption was that retail stores will end up marking the product up 100% from the price the team sells it to them.

The next financial assumption the team made was in determining how many units could be sold per quarter and eventually per year. The team spoke with Dennis Parry, a Best Buy store manager who said they regularly sell between two and three

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trackers a day. Assuming we meet that high demand for such a high volume, the final number of units sold in retail stores every year on the shelves was 782,600. We did not decide whether or not the Best Buy online store would sell so we did not factor those sales into our numbers. While it could be a future step, it is not included as of right now. The next assumption the team made was that an additional 20% of retail sales would also be sold on the company’s website. This percent was chosen because the use of magazine ads and social media to heavily promote the team's website sends tons of traffic to the website, resulting in a large amount of purchases. The community we are selling to have properties where one person buys and loves the product, and this person persuades all their friends to buy the product as well. This 20% is also similar to current competitors so we assumed this was a fair percentage of sales. This adds a total of 201,600 additional units to our sales estimates bringing the total units sold per year to 984,200. We are also assuming that our sales will be similar each quarter. We agreed on this assumption because exercise is something people need daily. While there may be a spike in summer because kids have more opportunity to be active, we are assuming it is the same throughout each quarter. This will also lead to quarterly revenue that is similar to one another. While there may be a spike, it will generally be close due to our assumptions.

The team's financial predictions led to the total revenue per year, which took into account the number of units sold per quarter and multiplied them by the price point the team's company would receive, $50 for retail sales and $99.99 for online sales. This would lead to total revenue of about $60,000,000 in an optimal potential year. Potential Funding

The GoPlay requires a starting investment of $72,000, all of which are split between development, ramp-up, marketing and support, and production costs. The $72,000 is only for the first 90 days. We are assuming a slight hit in these first 90 days, but after that it should not require too much more funding. This investment will be searched for privately, and one offer to look at the team's product, the GoPlay, has already been given.

The product can also be funded through bank loans if necessary and if our projections hold true, we can pay those back relatively quick. Base Case Financial Model Based off all the assumptions made when finding the rates and costs of our fixed and variable costs, the revenue and cash flows were found per year. Once the cash flows were found, each quarter was adjusted for the total amount of units expected to sell, and then the revenue was then found for that year. The costs were subtracted to find the profit and cash flow. The optimal year is shown and while it appears as a straight diagonal line, the sales are relatively constant with a slight growth in the online sales. The 90-day cash flow is negative because of our initial investment with the $72,000. In our optimal year, our cash flow is projected to be at about $42,000,000. Making it into every national Best Buy store and selling two to three a day would certainly make this projection much more reasonable. It will, however, require a lot of other time to make that happen. Below is an image of our Cash Flow from an optimal year.

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Figure 3: Cash Flow Chart

Cumulative CashCumulative Cash

FlowFlow

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Conclusion and Recommendations

Summary DescriptionAfter speaking to parents, children and experts involved in this industry, GoPlay

determined that there is a new market for wearable fitness technology. There was no product currently in the market for wearable fitness technology that meets all three of the specific customer needs: effectiveness, comfort and kid-friendliness. GoPlay achieves these needs by using an activity-tracking bracelet paired with an app that is motivational and social.

The physical GoPlay product has three major components, and the mobile application has two components. In designing the physical product the three components are the wristband, the electronic components, and the plastic housing that surrounds the electrical components. The wristband is made of silicone, which is non-carcinogenic, not a skin irritant, and hypoallergenic. The wristband is smooth, with no bulges or bumps protruding into the wearer. It is designed to be aesthetic, yet comfortably fit the user’s wrist. The phone application is what especially differentiates GoPlay from its competitors. By offering a rewards system for accomplishing physical tasks, GoPlay helps children maintain an active lifestyle. The phone app is split into two components, based off the two user interfaces. Parents and their children will see different versions of the app. The parental version of the app allows parents to see the progress of their child, to set goals for the child, and to be involved in the process. The child version also provides the user’s with a fun social feature to make GoPlay more kid friendly.

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During its proof of concept phase, GoPlay will distribute its products through its website as well as four specialty athletics stores in the Pennsylvania area. During this period marketing will be restricted to social media in order to keep costs and thus risk low. In potential full distribution mode, GoPlay sees Best Buy as an idea retail partner with a store footprint of 1,050 stores. Based on financial models, the team declared that sales for the GoPlay would begin right away and potentially skyrocket depending on how quickly we make it into Best Buy. Using data from sales representatives at the Best Buy retailers, the team determined that it would break even after the first quarter. Costs were calculated using quotes from material producers and manufacturing companies. An initial investment of $72,000 is necessary to achieve the goals stated above. The team is looking to gain this sum of money through private investments or bank loans, if necessary. In an optimal year, GoPlay could potentially sell about 1,000,000 units and earn about $42,000,000.

Future Work Go Play will be finalizing its market testing and financial data. The company will

produce another run of 2,000 units to further test the market. The team will see how many units were sold, where the units were sold from and if there is a demand for more.

A feature that GoPlay could see implementing in the future is another fun aspect of the app called GoUs. In GoUs, the parent can input their activities from their own personal trackers. Both the parent and child set their GoUs goals to be parent-child oriented outings, such as the zoo with just each other. In order for that goal to be achieved, both of them have to reach their daily goals for the predetermined, same amount of days. This will simultaneously encourage a healthier lifestyle for parents as well as children.

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