To understand the product strategy, it’s essential to start with Athlos’s overarching goal.

Athlos set out to double its Monthly Recurring Revenue (MRR) by year-end. One of the key levers identified to achieve this was expanding the new user base.

Through market research, customer interviews, an analysis of website traffic, abandoned carts, customer care tickets, we discovered that there was a segment that admired Athlos’s products and resonated with its values, but were held back solely due to price sensitivity.

To address this, Athlos introduced a new product line - one that was still high-performance activewear with sustainability at its core, but had more accessible pricing due to a more margin-friendly fabric made from recycled polyester, effectively giving the price sensitive audience an entry-point with the brand

Key features that set the Agile collection apart:

While the launch of the more affordable line significantly broadened our addressable market, it also introduced a set of strategic risks.

Having a clear view of the risks made sure that our go-to-market strategy was intentionally designed to address and mitigate these valid risks, ensuring the launch was set up for long-term success.

We identified our North Star Metrics to align the team and track progress:

We also we established Check Metrics to monitor early signals and course-correct:

The pricing for the new line was determined through a mix of market research, competitive benchmarking, and margin targets based on the product’s manufacturing cost.

At the time, our high-performance running apparel was priced around INR 4,000, while our lower-intensity, all-day gear started at approximately INR 1,300.

The new Agile line was strategically positioned between these two ends of the spectrum. Priced just under INR 2,000, it sat comfortably above basic offerings (~INR 1,600), signaling upper mid-range quality while still being accessible enough for impulse purchases. This pricing also allowed us to meet healthier margin goals.

The new collection’s positioning was guided by a few key considerations:

The final positioning centered on high-sweat, high-intensity sports, and training - delivering dependable performance while being accessible and inclusive.

The creative direction leaned into the rawness of sweat and movement- featuring athletes from different disciplines to reflect the product’s promise of versatility and performance.

One of the most underrated but important things to do this time was do a relative positioning check. We wanted the customers to understand which product was right for their needs and stage of sports practice, as well as the pricing should confuse the user's buying thought process.

So to support the Agile launch, we also adjusted the pricing and positioning of select existing collections- to ensure clear visual and value separation on the website, reducing overlap, and mitigating cannibalization risks by maintaining brand hierarchy.

To sharpen our understanding of the target audience and align the team, we developed a Customer Progression Map using Jobs-to-be-Done (JTBD) framework. This helped us break down the athlete's journey and identify their functional, emotional, and social needs in relation to activewear.

The exercise gave us a clear picture of both our existing audience and the segments we aimed to grow into. As seen in the map, we aligned on targeting Enthusiasts, Practitioners, and Advocates for the launch. Practitioners and Advocates were also strategically involved early on in the launch process as community influencers and early adopters.

At launch, we focused on leveraging existing marketing channels—performance, social, and community partnerships—to build early momentum. The strategy was anchored in four core pillars:Retention Funnel