Question

Nike launched its wearable fitness tracker, the FuelBand, in 2012 after Fitbit's debut in 2007. The FuelBand tracked "Fuel Points," even though customers didn't really know what this metric meant or how it was calculated. Customers also complained that you could sit at your desk waving your hand to ramp up your score. In the four years of FuelBand's existence, Nike only captured about 10 percent of the wearable market, while its rival, Fitbit, became the category leader. Based on this description, what was the primary reason for the FuelBand's failure?

a. Nike underestimated the size of the market.

b. The FuelBand's price was too high.

c. It did not offer a benefit compared to existing products.

d. Nike did a poor job positioning the product to the target market.

Nike launched its wearable fitness tracker, the FuelBand, in 2012 after Fitbit's debut in 2007. The FuelBand tracked

Answer 1

The correct answer is c. It did not offer a benefit compared to existing products.

Explanation: Nike's FuelBand failed to provide benefits that is provided by Fitbit. This is the main reason why FuelBand failed in the market. In order to capture market and attract more customer, an organization need to provide better quality services than it's competitors. Standing ahead of the competition enable organization to increase profits and sales of the product.

Nike should have been provided better services snd features than it's competitors.