consulting project for an insurance company with the topic ...

A Work Project, presented as part of the requirements for the Award of a Master’s degree in Management from the Nova School of Business and Economics

CONSULTING PROJECT FOR AN INSURANCE COMPANY WITH THE TOPIC “FROM REACTIVE TO PREVENTIVE: AN INCENTIVE TO A HEALTHIER AND MORE ACTIVE LIFESTYLE”

Ana Carolina Gameira Verga Matos | Content & Placement Recommendations Carolina Clérigo e Silva Marques | Ongoing Services & Promotion Recommendations

Manuel Claro de Carvalho Figueiredo Magalhães | Partnerships & Financial Screening RecommendationsRita Tavares Rodrigues Lopes Pinto | Physical Exercise Program Structure Recommendation

Work Project carried out under the supervision of:Professor Constança Monteiro Casquinho

26.01.2021

DISCLAIMER

1

The present project was executed by a team of students undertaking a Masters Degree at Nova SBE in partnership with an Insurance Company, under the

Consulting Lab scope. This project is of confidential nature and is therefore intended solely for internal use of the Insurance Company and the students allocated

to the project. Disclosure, reproduction, copying, publishing, analysis, or any other use of the content is forbidden without prior written consent.

For confidentiality purposes, the Insurance Company will be referred to as “Move”, and any other partner or service/program names related to it were changed,

further explained in the glossary. All numbers disclosed by the Insurance Company were multiplied or divided by a random factor to protect its confidentiality

needs. Additionally due to the customer preference in using Portuguese as the main language throughout the project, some outputs of this work project are in

Portuguese since they could not be translated.

Although every effort was made by the team to ensure comprehensiveness and reliability, neither the team members nor Nova SBE are able to warrant the

degree of completeness or accuracy of this report. This report was prepared on a best effort basis and is intended to assist management only. The reader

should not rely on the content of the document per se to make any business decisions.

If you received this report unintentionally, please ignore it and delete it.

ABSTRACT

The present project derives from insurers paradigm shift from reactors to preventers, with the purpose of discouraging sedentarism and stimulate healthy and

active routines on its clients. This work project focus on Gen Xers and Millennials’ physical exercise habits, preferences, objectives and barriers. In order to

address this challenge, the work project contains several analysis comprehending the internal and external context, and culminates on a set of recommendations

to answer the project’s ultimate objective, whilst guaranteeing strategic fit with the insurer.

Keywords: Physical Exercise, Healthy Lifestyle, Wellbeing, Health, Insurance Industry, Prevention, Light Users, Nutrition, Change of Habits, Sedentarism

This work used infrastructure and resources funded by Fundação para a Ciência e a Tecnologia (UID/ECO/00124/2013, UID/ECO/00124/2019 and Social

Sciences DataLab, Project 22209), POR Lisboa (LISBOA-01-0145-FEDER-007722 and Social Sciences DataLab, Project 22209) and POR Norte (Social Sciences

DataLab, Project 22209).

ACKNOWLEDGEMENTS

The development of this work project was only possible due to the support and availability of several people.

First, our team is profoundly grateful to our advisor Professor Constança Monteiro Casquinho, whom relentlessly oriented our project and contributed with

priceless technical expertise, inspiration, and motivation to better serve the client and give the best of ourselves to achieve the project’s main objective.

Our team is also remarkably thankful to our client Move, specially to the Project Development, Telemedicine, Center for Transformation, Medical, Marketing and

Human Resources Departments, for the warm welcome, endless support and confidence, under such adverse circumstances. The client actively participated

and guided us throughout the project’s 12 weeks, providing us with internal information, which allowed us a more precise analysis and, consequently, more

insightful final recommendations.

In addition, our team is thankful to Professor Catarina Lisboa, Professor Jorge Velosa and Professor Luís Almeida Costa for their enriching and valuable advice

and insights.

Finally, we would like to express our gratitude towards all the ones who cross path with our team throughout the project and contributed with crucial inputs.

GLOSSARY

Apps | Fitness and nutrition apps.

Enabling Sectors | Technology, equipment and apparel sectors that enable and

support the practice of recreational physical activities.

Fitness | Activities usually practiced in gyms, health clubs and fitness studios.

Functional Eating | Foods with potentially positive effects on consumer health.

Gamification Platform I Move’s Gamification platform to promote healthy

lifestyle habits in its clients, generating rewards in return for physical exercise.

Healthy Lifestyle Promotion Services (HLPS) | Free complementary services

to health insurance to promote healthy lifestyles. E.g., WLP.

Homebody Economy | Transfer of most consumer activities to "in-home”.

Light Users | Consumers who exercise sporadically (until 4x/month).

Mindful Movement | Exercise modalities that combine movement with mental

focus, body awareness and breath control. E.g., yoga and Pilates.

Move | Anonymous name for the Insurance Company Client.

Nutritional Guidance I Current Move’s nutritional service.

PT I Individual with a certification that guarantees competency to create and

deliver effective exercise programs, adapted to the client’s characteristics.

Recreational Physical Activities | Physical activity practiced for leisure.

Smartwatches | Devices fully capable of performing operations of wristwatches,

smartphone functions and physical activity tracking.

Sports | Physical activity usually with an associated element of competition.

Technology | Fitness trackers, smart clothing and smart fitness equipment;

software, apps and services, and fitness intermediaries.

Telemedicine Platform (TMP) | Move’s outsourced online platform for

teleconsultations and HLPS.

Wearables | Include devices explicitly intended for fitness activities.

Smartwatches not included for not being considered 100% dedicated to fitness.

Weight Loss Program (WLP) | Physical exercise program offered by Move.

Wellbeing Coach | Professional behavioural training to advice on habits’

change and integration, time management and motivation.

PROJECT CONTEXT

5

Move | Insurance Company Nova SBE

Client Our Team

Mentorship

Professor Constança Monteiro Casquinho

7 Departments

8 Advisors Carolina Silva Marques

Carolina Matos

Manuel Magalhães

Rita Lopes Pinto

Consulting Lab | Mutual Benefit Collaboration

The Consulting Lab is designed to solve an empirical question in a real strategic consulting case for the client. The Insurance Company Move takes advantage of

an external perspective and knowledge of a group of students eager to apply all the concepts and methods learnt into practice and solve the proposed challenged.

Simultaneously, our team benefits from the unique opportunity to work along with one of the leading insurance companies in Portugal, learning from highly qualified

and experienced teams with their business and life advices, knowledge and insights.

Under the Consulting Labs sphere, the strategic work project’s overriding empirical question should be structured accordingly to The Pyramid Principal,

developed by Minto, B.1. As Minto’s methodology, the project must follow Aristotle’s Rhetoric in what concerns the deductive reasoning, in order to smooth

communication. Hence, the approach shall start with the ultimate question and its consequent answer, followed by arguments and research to sustain it. This top

down logic aims to find the root cause and derive factual conclusions. For this purpose, both an internal and external analysis should be performed to withstand

the answer and the following recommendations. Nevertheless, an inductive reasoning should also be applied, once the question’s context is understood, to

connect the dots and develop creative solutions.

To introduce and understand in-depth the question in hands, the Situation, Complication, Question and Answer framework must be applied, as Minto1

suggests. In what regards the Internal and External Analysis, according to Kotler, P. and Armstrong, G.2, a SWOT analysis must be developed after

evaluating the company’s business and activities, as well as the external environment involving it. Through this methodology, not only the company’s internal

factors (i.e. strengths and weaknesses), but also the external factors (i.e. opportunities and threats), which can have repercussions in the business, are

identified to lead to strategic recommendations. A TOWS analysis should be applied as a summary of SWOT’s findings to further develop strategic

recommendations. In addition, according to Porter, M.3, the Five Competitive Forces should be performed in order to understand in-depth the company’s

surrounding micro environment, combined with the relevant factors influencing the industry and market. From this approach, it is possible to develop a corporate

strategy to fit and tackle the industry effectively.

LITERATURE REVIEW (I/II)

6Source: 1“The Pyramid Principle: Logic in Writing and Thinking. Financial Times Prentice Hall”; 2“Principles of Marketing”; 3“The five competitive forces that shape strategy”

LITERATURE REVIEW (II/II)

7

Beyond the internal and external analysis aforementioned which compose the diagnosis, it should be performed an analysis to define the comprehensive

segments. Thus, accordingly to Keller, K.4, both qualitative and quantitative research techniques shall be applied. First, according to Malhotra, N. K. and

Birks, D. F.5 a set of qualitative in-depth interviews should be carried out to better understand people’s behaviours, needs, preferences, and customer

experience with respect to a certain concern. This approach allows to capture more detailed information and insights, in comparison to quantitative methods.

Secondly, quantitative research methods are relevant for testing new products and concepts, as well as colleting statistically valid data on consumers in a

mensurable and material way.

Simultaneously, as suggested by Revella, Adele6 relying on qualitative and quantitative research methods, it is important to develop Personas, which represent

the different segment types that might use the service under development. Personas make the design task less complex and guide the ideation process towards

the ultimate target and objective, creating a pleasant customer experience. This method helps understanding the customers’ needs, experiences, behaviours

and goals.

In line with Razzouk, R. and Shute V.7, Design Thinking must be used to understand the consumer, to challenge assumptions, redefine problems and identify

potential strategies and solutions to the overriding question. This hands-on method is an analytical and creative, which should guide workshops to develop

empathy with the customer and create possible solutions through brainstorming and discussion sessions. Workshops are crucial to gather feedback.

Source: 4“Marketing Management”; 5“Marketing research: an applied approach”; 6“Buyer Personas: How to Gain Insight into your Customer's Expectations, Align Your Marketing Strategies, and Win More Business”; 7“What is design thinking and why it is important?”

2 Methodology

1 Executive Summary

3 Diagnosis

4 Analysis

7 Appendix

5 Recommendations

6 References

AGENDA

Executive Summary

The project was developed in collaboration with Move’s insurance company, with the goal to answer the question “Should Move reinforce its action in prevention,

fighting sedentarism and incentivizing customers to have a more active and healthy lifestyle, through a reformulation of the current physical exercise program?”. To

ensure strong foundations for our recommendations, an internal and external analysis were developed, with a focus on the physical exercise market but combining

it with a cherry-picking analysis of the nutrition one, to fully understand how the firm could take advantage of the arising opportunities. The project was divided in 3

main phases – Diagnosis, Analysis & Recommendations. On the diagnosis phase, the team fostered a deep understanding of the firm, through a SWOT and

TOWS analysis, combined with an external analysis to assess the market’s best practices and main competitors, so to match current insurer’s offer. The analysis

phase was supported by a diverse set of in-depth interviews, external and internal to the firm, two internal workshops and a quantitative survey, all with the goal to

support previously generated hypothesis on customer segments and physical exercise-related features. Through the analysis of the gathered data, target personas

and their respective customer journey were developed. Lastly, the 7 final recommendations based on quick-wins and major projects with impact on Move’s

prevention strategy: (1) Outline the new physical exercise program structure; (2) Develop the physical exercise and nutritional content offer; (3) Appoint the

provider responsible for the program’s orchestration; (4) Determine complementary ongoing services offer; (5) Communicate the new program and design

corporate wellbeing initiatives; (6) Propose strategic ongoing partnerships; and (7) Design subscription plans and freemium model.

The project focused on a diagnosis-analysis-recommendations approach, resulting in 7 recommendations targeted on the physical exercise market and sedentarism combat

Source: CL Team Analysis

SCQA FRAMEWORK | Methodology

10

The project’s underlying objective is to combat Move’s customers sedentarism, promoting active and healthy lifestyles by intrinsically changing habits

ComplicationSituation AnswerQuestion

> Move is a predominant player in

the Portuguese health

insurance market, covering

approximately 10% of the

population

> Move is focused on preventing

claims from happening and being

more present in its clients’ life,

reformulating the traditional

“insurance” image

> Portugal is one of the EU countries with the

largest portion of the population stating

to do no physical activity at all

> Currently, people who exercise have more

access to information and so, have more

physical exercise and nutrition literacy,

such that the current Move offer lags on

responding their wants and needs

> COVID-19 has led to further deterioration

of individuals’ health habits

Should Move reinforce its

action in prevention,

fighting sedentarism and

incentivising customers

to have a more active and

healthier lifestyle,

through a reformulation

of the current physical

exercise program?

Yes, Move should reformulate the

current physical exercise

program by:

> Expanding the objectives

covered by the program for it to be

suitable for more customers

> Focus on changing habits rather

than setting short-term goals

> Enriching the program through

nutrition and motivational support


PROJECT OBJECTIVE & SCOPE I Methodology

11

From the project’s beginning, it was defined the macro objective of developing a physical exercise program with a complementary nutritional component, as well the relevant areas of intervention

Development of a Physical Exercise Program

Aimed at a more tech-savvy audience with greater literacy in exercise, with

an associated nutrition component and personalised offer

PROJECT FOCUS

Focus on physical exercise, with the integration of a directly related

nutrition component

Macro Objective Project’s Scope

> Implementation Zone - Portugal

> Physical Exercise Landscape

> Weigh Loss Program (WLP)

> Interaction with Gamification Platform & TMP

> Personas

> Partnership Proposal (Physical Exercise & Nutrition)

> Implementation RoadmapPhysicalExercise

Nutrition

Intervention Areas

> Budget & Pricing / Business case

> Hiring Partners

> Quantitative Segmentation

> Technical Solutions (E.g. IT) & Pilot

> Marketing Plan

Out of Scope

In ScopeFigure 1: Project Focus


DELIVERABLES I Methodology

12

The project was divided in 3 main phases, culminating in the development of a set of recommendations to Move implement so to improve its action in the prevention field

Diagnosis Analysis Recommendations

> Evaluation of trends and opportunities,

competition and best practices, both national and

international, to determine the current physical

exercise landscape

> Generic diagnosis of the impact of nutrition

preferences on current market trends and

opportunities and detailed analysis of some

players, including Mystery Client

> Evaluation of the Move’s current exercise offer

and Mystery Client for analysis of Weight Loss

Program

> Analysis of Move’s strengths & weaknesses

> Execution of interviews and quantitative

survey to potential clients to develop personas

> Execution of 1:1 informal interviews to obtain

insights for the program conceptualization

> Realization of an ideation workshop for the

creation of hypothesis for the program

> Carry out a decision workshop for the

evaluation of strategic options

> Realization of formal interviews for customer

feedback to a Theoretical MVP

> Analysis of nutrition and physical exercise

partners with strategic fit with Move

> Development of a new program structure, with

a more digitalized approach

> Development of new content for the program

> Recommendation of provider of the program

> Suggestion of potential partnerships, with

associated financial screening

> Development of a promotion plan (B2B & B2C)

> Focus on quick wins to facilitate a faster

implementation process

> Formulation of a roadmap for 2021-2022

> Analysis of the risk and limitations associated to

the project and its recommendations

Deliverable 1 | Exercise Landscape & Weight

Loss Program Analysis

Deliverable 2 | Personas, Partner Screening &

Program Conceptualization

Deliverable 3 | Final Recommendations &

Roadmap


INVESTIGATION METHODS I Methodology

13

To ensure an insightful and optimal development of recommendations, the team resorted to a combination of qualitative and quantitative investigation methods

Data Analysis In-depth Interviews Mystery Clients Workshops Survey

> Studies from consulting

firms regarding physical

exercise preferences and

trends

> Internal documents from Move

to assess past, current and

future potential performance

> Best practice & benchmark

analysis of the main players

within the physical exercise

and nutrition industry

> 17 interviews with potential

personas

> 6 interviews with individuals

with an active lifestyle

> 6 interviews with experts

within the physical exercise

industry

> 7 interviews with Move’s

collaborators

> 6 mystery clients in the

nutrition industry to

assess competitors’

current offer and

compare with Move’s

offer

> Different industries

beyond insurance were

considered, to ensure a

holistic analysis

> 2 workshops, one for

ideation and another for

decision

> Participants were Move’s

collaborators from different

departments, with some

individuals participating in

the 2 workshops

> From the insights

gathered during

interviews and meetings,

and the ideas from the

workshops, a survey

was developed using

Qualtrics

> 931 answers, from

which 340 belonged to

the ideal target group


Table 1: Investigation Methods

BENCHMARK & MYSTERY CLIENT | Methodology

14

In order to analyse the physical exercise and nutrition offer, we conducted a comprehensive players mapping for best practices selection in the different supply channels

Offer Categories

Selection

Criteria

For Detailed Analysis

+25Physical Gyms

+100Apps

+20Online Gyms

+20Social Media

Satisfaction Index

Price/Quality

Wellness Services

Key Features

Popularity

Brand Recognition

Price

National Presence

Disruption

Popularity

Diversity

National Presence

5 Physical Gyms

+20PTs

National Presence

Popularity

5 Apps 5 Online Gyms 5 Channels 5 PTs

+20Nutrition Apps

Popularity

4 Apps

PHYSICAL EXERCISE NUTRITION

Benchmark

Mystery Client

Aesthetics & Nutrition Health Space GymInsurer

Popularity

Available Information

Advisors’ Feedback

2 Aesthetics & Nutrition 1 Health Space 1 Gym2 Insurers

Offer Categories

Selection

Criteria

For Detailed Analysis

NUTRITION

Please find more information on Benchmark & Mystery Client Methodology in the AppendixSource: CL Team Analysis

Approach/Description Goals Target #Sessions

Personas

Interviews

Open interviews focused on personal

context, objectives and impediments to

practice of physical exercise

Validation of personas characteristics and

identification of trigger points

People representing the

personas hypothesis

under study

17

Internal

Interviews

Informal conversations and brainstorming

tasks about components to include in

the program and motivational methods

Insights for program conceptualization for

people with low motivation, without

disregarding a strategic fit with Move

Move collaborators 7

External

Interviews

Informal conversations with open

questions about healthy exercise

routines

Insights for conceptualization of a physical

exercise program and for constructing active

habits and routines

People who exercise

regularly6

Expert

Interviews

Informal conversations with open

questions about the physical exercise

industry

Better understanding of market trends and

opportunities to capitalize upon

Experts within the physical

exercise industry 4+2

INTERVIEWS I Methodology

15

More than 35 in-depth interviews were carried out to a multidisciplinary range of individuals to gather detailed market knowledge and verify personas hypothesis


Table 2: Interviews

Approach/Description Goals Target #Sessions

Ideation

Workshop

Brainstorming and discussing in group,

based on Design Thinking methods,

empathizing with the situation to

define the problem and be able to

ideate solutions to address it

Survey of possible solutions for the program

conceptualization, based on the personas

considered. Focus on program features,

professional support and complementary

services/features

12 Move collaborators 2

Decision

Workshop

Hypothesis testing and discussion for

approval of the elements of the new

physical exercise program

Approve certain features of the new program,

such as core characteristics, duration interval,

main program players, provider format, sources

of content and potential partners

10 Move collaborators 1

WORKSHOPS I Methodology

16

Two workshops were designed according to the Design Thinking methodology to gain better understanding of the target client and derive potential product ideas through discussion and brainstorm

Design Thinking methodology: Focus on consumers to gather knowledge on what they value the most and ensure the creation of an optimal solution for the

problem in hands. The process is divided in 5 phases – empathise, define, ideate, prototype and test. Due to the nature of the project, the last 2 phases were

disregarded during the workshops, but were incorporated in the roadmap for future implementation.

Please find more information on Roadmap for Implementation in the AppendixSource: CL Team Analysis

Table 3: Workshops

SURVEY I Methodology

17

As an analytical data collection method, the survey based on in-depth interviews output and aimed at collecting data on the target group exercising habits and preferences, as well as concept testing

931 Answers

Survey Flow & Objectives

Responsiveness to Virtual PT & Wellbeing CoachPhysical Exercise Habits & Preferences DemographicsContent & Ongoing Services Preferences

> Diagnose survey takers exercise

habits, such as main exercising

barriers and objectives, exercising

routine and preferential places to

exercise

> Test hypothesis: format, sessions duration

and service length

> Assess interest in classes with a PT and

sessions with a Wellbeing Coach

> Access consumers’ preferential

content platforms and interest in

complementary services on

physical exercise sphere

> Segment

participants’ in

gender, age group,

household and

paternity

information

340 Answers from our target group, Light Users*

Approach | The Qualtrics survey was developed based on the in-depth interviews and ideation workshop’ analysis

Goal | The survey aimed at understanding target’s behaviours, needs, and preferences, as well as prospecting for new concepts and services

Please find more information on Survey Analysis in the AppendixFootnote: *Individuals who exercise until 1x/Week or 1-2x/MonthSource: CL Team Analysis

PERSONAS SELECTION I Methodology

18

In order to define the project’s target, 6 customer segments were initially outlined, with focus on characteristics that could influence its attractiveness for Move

5 consumer segments were initially defined, divided in accordance to 4 determining criteria:

Life Stages & Generations

> Recently living alone (Millennial)

> Living in couple with no children

(Millennial)

> Living with young children (Millennial)

> Living with adolescents (Gen X)

> Living alone, children are independent

(Baby Boomer)

Lifestyle

> Preventive: tries to halt negative consequences with exercise/nutrition care

> Reactive: only incorporates exercise/nutrition care after feeling negative

health consequences

Exercise Habits

> Moderate: minimal form of physical activity is incorporated in routine

> Sedentary: no form of physical activity is currently incorporated in routine

Note: both were considered to be aware of its impact on the wellbeing

Nutrition Habits

> Moderate Care: tries to incorporate some nutritional care in its daily routine

> Careless: does not take into account nutritional care in its daily routine

Note: both were considered to be aware of its impact on the wellbeing

Customer Segments

Workaholic

Millennial, childless couple,

moderate

Stressed-Out Mom

Millennial, with small

children, moderate

“Maybe Tomorrow Dad"


children, sedentary

Procrastinating Mom

Gen X, adolescent

children, moderate

Empty Nester

Baby Boomer, children out

of home, moderate

Please find more information on Personas Hypothesis in the AppendixSource: CL Team Analysis

PERSONAS SELECTION I Methodology

19

From the 6 customer segments, we chose four segments represented by four personas as a target, in accordance to their attractiveness and representativeness in Move’s customer portfolio

TARGET SELECTION I From the 6 developed customer segments, the target audience was selected, taking into consideration 3 determining criteria

FIT WITH MOVE’S CUSTOMER PORTFOLIO I Gen X and Millennials segments are the most representative in the current Move’s customer base,

showcasing a broad potential target base

LIGHT USERS I Consumers who already have in their routine some form of physical exercise, even if sporadic due to lack of time or motivation, as these will

be more easily converted to a regular practice, when compared to those with no form of physical exercise incorporated in their routines

INTRINSIC MOTIVATION I Individuals with an already present concern and awareness of the impact of exercise and nutrition on their well-being and health,

despite not having the most active lifestyle

Four Target Personas

Workaholic

Millennial, childless

couple, moderate

Stressed-Out Mom


children, moderate

“Maybe Tomorrow Dad"


children, sedentary

Procrastinating Mom

Gen X, adolescent

children, moderate


Phase DescriptionSeptember October November December

7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28

DIAGNOSIS

PHASE 0 | Kick-Off

PHASE 1 | Status Quo & Benchmarking

Physical Exercise Market Landscape

Internal AnalysisWeight Loss Program Analysis

ANALYSIS

PHASE 2 | Conceptualization & Screening

Personas

Program Conceptualization Partner Screening

RECOMMENDATIONSPHASE 3 | Recommendations & Roadmap

Roadmap 2021-2022

PROJECT TIMELINE I Methodology

20

With the duration of 12 weeks, the project encompassed 3 main phases, during which constant communication between the client and the team was fostered

Deliverable

WS Ideation

WS Decision

Market Study

Table 4: Project Timeline


MOVE’S ID | Diagnosis: Internal Analysis

21

Move, a leading health insurance company with almost 10% of the Portuguese population as clients, offers free complementary prevention services to promote its clients’ health

Move’s ID Products | Two Customer Segments

Free Complementary Prevention Services

+20 Years of History in Health Insurance

Brand Leader in Value, Reputation and Client Recognition

Predominant Company, with +1/3 of Market Share

Covers ~10% of the Portuguese Population

+320 M€ Written Premiums

+290 Collaborators

B2C

4 Types of Individual Insurance

B2B

Tailor-Made | SME

3 Types of Corporate Insurance

Check-Up

Annual Check-up

Telemedicine Platform

Primary Care and

Lifestyle Programs

Gamification Platform

Wellness Ecosystem

> Tele Appointments 24/7

> Medicine Prescription

> Nutrition Services

> Weight Loss Program

> Healthy Habits Test

> Psychology Appointments

SUPPLY AND DEMAND GAP | The current Weight Loss Program is insufficient to

meet the demands of the new client profile brought by the Gamification Platform, as

well as the new market trends, namely digitalization

Source: Move Annual Report 2019; CL Team Analysis

FOCUS ON PREVENTION | Diagnosis: Internal Analysis

22

Insurers, including Move, are expanding their intervention areas, complementing their products with preventive services in order to align incentives with customers

Structural Change in Insurers & New Focus on Prevention

CURRENTLY | Product customisation and customer relationship promotion, with early intervention and

integration in more consumer journey touchpoints, namely through prevention

PREVIOUSLY | Standardized offer

and late entry of the insurer in the

consumer journey

HEALTH

Screenings and primary care access

NUTRITION

Counselling and meal planning

PHYSICAL EXERCISE

Tools and practice encouragement

PREVENTION AREAS ON FOCUS

Move Clients

Increase in

well-being and health

Decrease in health

expenses

Better experience

consumer

The preventive action allows an alignment of incentives between...

Reduced

claims costs

Differentiating

positioning

Greater Client

Insight and Data


MOVE’S CLIENT PORTFOLIO | Diagnosis: Internal Analysis

23

Corporate policies are of major importance in Move’s client portfolio, which is mostly composed by Gen X and Millennials, concentrating in 3 of the 10 biggest cities in Portugal

Move’s Customer Profile

51%

Women

49%

Men

Gender

Age Group

[18-] 19%

[18-30] 25%

[31-40] 21%

[41-50] 21%

[51-65] 16%

[65+] 7%

67% of clients are Gen

X and Millennials, the

focus of this project

Geographical Distribution

11% Setúbal

36% Lisboa

16% Porto

Policy Type

B2C | Individual clients

B2B | Corporate clients divided into SME and

Tailor-Made (TM)

Group policies with a high relevance on Move’s

client portfolio

Client concentration on

3 main cities, which

belong to the top 10

most populous cities in

Portugal. Move covers

~81% of these

3 cities combined

37% Individual

10% Group - SME

53% Group - TM

Graph 1: Client Portfolio Policy Type

Source: Move Data; CL Team Analysis

Figure 3: Move’s Geographical Distribution

Figure 2: Move’s Gender Distribution

KEY TAKEAWAYS | Diagnosis: Internal Analysis

24

Aligned with Move’s prevention strategy and current services portfolio, this project aims at reformulating its current physical exercise offer to promote an active lifestyle of its clients

Prevention Strategy

Context | Move’s current physical exercise offer focus on

weight loss with low personalization

Project Focus

KEY TAKEAWAYS

> Move’s prevention strategy goal is to promote an active and healthy lifestyle

of its clients, in order to generate long-term health

> This strategy aligns incentives between Move and its Clients

> Move offers the best health prevention solutions, with a diversified offer of

complementary services focused on promoting the company’s vision, contributing

to its brand recognition and awareness

> The company’s value proposition relies on chasing progress and be pioneers.

Thus, this spirit drives solutions to protect life beyond its obligations

> Move provides personalised preventive services, which are constantly

available for its customers

Target | Clients who practice physical exercise sporadically

due to lack of motivation and/or time

Goal | Develop a physical exercise program to address

sedentarism and promote a regular practice


PHYSICAL EXERCISE: MARKET DEFINITION | Diagnosis: External Analysis

25

The physical exercise market under consideration is estimated at 139B €, encompassing the fitness, mindful movement, and some enabling sectors, namely technology

RECREATIONALPHYSICAL ACTIVITIES

€ 117B

ENABLING SECTORS€ 22B

22B € Technology

25B € Mindful Movement

92B €Fitness

0

25

50

75

100

125

150

2018 2023

+6,4%

+12,4%

+8,6%

Global Growth

The remarkable growth of

the three components of the

physical exercise landscape

results in an average

annual growth of 7,9% of

the overall market (139B €

in 2018 vs. 219B € in 2023)

AVERAGE ANNUAL GROWTH RATE | Estimated annual growth by segment of the physical

exercise market for the 2018-2023 period

ClothingEquipment

Sports

Source: Global Wellness Institute

Graph 2: Physical Exercise Market Growth Expectations

Figure 4: Physical Exercise Market Composition

PHYSICAL EXERCISE: EUROPEAN HABITS & BEHAVIOURS | Diagnosis: External Analysis

26

40%

32%

15%

41% of Europeans do not exercise

59% of Europeans exercise

BARRIERS TOEXERCISE

GOALS IN EXERCISING

Lack of Time

Health Problems

Accessibility Lack of Interest

To be fit Performance Improvement

Fun Stress Reduction

Health Reasons

Convenience

PREFERRED PLACE TO EXERCISE

At Home

Outdoor

Health & Fitness Clubs

REGULAR PRACTITIONERS (at least once a week) | 68% are regular practitioners, with greater prominence in males (44% men face 36% in women), and with a

more pronounced disparity among the age group of 15-24 years old. This is also the age group with the highest incidence of regular physical exercise (62%

compared to rates below 50% in all other age groups).

Source: Eurobarometer

Graph 3: European Preferred Place to Exercise

More than half of Europeans exercise and, most of those, do it on a regular basis, however, there are 41% of Europeans who, for various reasons, do not exercise

Figure 5: European portion of exercise practitioners

Figure 6: European regular practitioners

PHYSICAL EXERCISE: FITNESS SEGMENT | Diagnosis: External Analysis

27

The Portuguese fitness segment has evolved in line with the European trends, showcasing strong growth potential for the future

EUROPE1 PORTUGAL2

29B€

GYMS | 8% are members of a gym

> # Total members with positive but decreasing growth

expectations

Reduced availability to pay of consumers is reflected in the steady

decline in membership prices (average price in 2018 was 39,3€)

# total members 2017- 2018

# gyms 2017-2018

> 1,9% increase in gym revenues, with

positive but decreasing growth expected

# total members 2017- 2018

> # total number of members with higher growth expectations than

European ones

Reduced availability to pay of consumers is more pronounced than

in Europe (average price in 2018 was 38,03€)

# gyms 2017-2018

> 20% increased gym revenues, above the European

average, but decreasing growth also expected

+4%

+3,2%

+11%

+11%

GYMS | 5,4% are members of a gym

> # Total gyms, with positive growth and it is expected to continue

growing

> # Total fitness clubs with positive and superior growth to the one

observed in Europe

Source: 1Deloitte; 2AGAP Refer to Appendix of Market Expectations for more information

PHYSICAL EXERCISE: MINDFUL MOVEMENT SEGMENT | Diagnosis: External Analysis

28

Although there are still several restrictions, such as high costs associated, the mindful movement segment registers greater adherence in Portugal than in Europe

4,8% participate in mindful movement activities

YOGA

3,5% participate in mindful movement activities

> Practitioners are predominantly educated women, who prefer

classes in specialized studios, at home or in gyms

> Proliferation of participation and ease-of-access options – gyms,

independent studios and apps

> Growing awareness of the impact of yoga on the well-being of

individuals by governments and insurers

YOGA

90% of practitioners are women

77% of practitioners have university studies

Objectives

33,1% Stress reduction

22,6% Get fit

30% prefer to practice at home

18% prefer to practice in gyms

Reduction of cost barriers to participation through the growth of

digital and low-cost methods

30% prefer to practice in yoga studios

Source: 1GWI; 2Yoga Dharma Org

5,32B €

EUROPE1 PORTUGAL2

Graph 4: European participants in mindful movement activities Graph 5: Portuguese participants in mindful movement activities

Graph 6: Portuguese preferrable places to practice yoga

Figure 7: Gender distribution in Yoga

Figure 8: Practitioners

degree level

PHYSICAL EXERCISE: TECHNOLOGY SEGMENT | Diagnosis: External Analysis

29

The technology segment on physical exercise, both in Europe and Portugal, showcases a positive outlook, mainly due to the increased availability of consumers to pay

> Revenues with growth of 14,2% between 2018-2023

FITNESS APPS I 72% use

smartphones

15% use fitness

apps

> # Total users with positive growth rates though decreasing from 2020

20% Users pay for fitness apps & expected positive

growth rates

# Total users and revenues to decline from 2020 onwards

WEARABLES I 5,3% use wearables

Shift of preferences for smartwatches

Smartwatches with CAGR of 21,4%

between 2020 and 20231

> Revenues with growth of 12,3% between 2018-2023

FITNESS APPS I 58% use

smartphones

18% use fitness

apps

> # total number of users with positive growth but lower than the

European one, and decreasing from 2020

18% Users pay for fitness apps & growth expected below

European one

WEARABLES I 4,7% use wearables

# Total users growing above the European average by

2020. Over the next three years it is expected to fall at the

same rate as the European average

Shift of preferences for smartwatches

Source: Statista; 1Market Research

4,06B €

EUROPE PORTUGAL

Figure 9: European portion of smartphones users Figure 11: Portuguese portion of smartphones users

Graph 7: European paid usage of fitness appsGraph 8: Portuguese paid usage of fitness apps

Figure 10: European portion of wearables users Figure 12: Portuguese portion of wearables users

PHYSICAL EXERCISE: PORTUGUESE OVERVIEW | Diagnosis: External Analysis

30

In the national panorama, the fitness market reaches a wide customer base in gyms, however, the growth of the technological segment exceeds in number of users

Wearables | Market Size4

Gyms | Market Size2

Gyms | Market Concentration2

Apps | Market Size4

32% of the Portuguese practice

physical exercise1

68% of Portuguese do not practice physical

exercise1

49%

Customer share concentrated

on the 3 leading players*

220M€ Annual Revenue

540k Customers

1 100 Units

4M€ Annual Revenues

1M Users (approximately 1/5 is

paying for fitness apps)


480k Users

*With only 6,6% share in gyms

MOST COMMON BARRIERS1

43% Lack of Time

33% Lack of Interest

13% Monetary Reasons

Yoga | Market Size3

+100k Practitioners


Source: 1Eurobarometer; 2AGAP; 3Público; 4Statista

Figure 13: Portuguese

distribution of physical

exercise practitioners

Graph 9: Portuguese

leading players

customer share

PHYSICAL EXERCISE: TRENDS | Diagnosis: External Analysis

31

The new consumer profile is characterized by greater awareness of the physical exercise impact on their health, reflected in the rise of new objectives and modalities

Higher Literacy & Awareness

DIVERSIFICATION OF OBJECTIVES

There are new needs and desires

NEW TYPES OF PHYSICAL EXERCISE

Greater diversity in the way of exercising

New modalities | Come from the need and desire to exercise the body in

different ways

Weight Loss | Remains one of the dominant reasons for physical exercise,

regardless of demographic factors

New Goals | Motivations such as health, stress relief or fun enter the picture

15-241

52% Get fit

49% Health Reasons

Motivation & Commitment Sharing

Professional Follow-up

Fitness: Aerobics, HIIT, CrossFit & Indoor Cycling

Mindful Movement: Yoga, Pilates & Martial Arts25-391 40-541 55+1

44% Fun

53% Health Reasons

50% Get fit

40% Reduce Stress

54% Health Reasons

46% Get fit

42% Reduce Stress

57% Health Reasons

44% Get fit

34% Reduce Stress

Group Fitness Classes | Increased demand for group practices, with a a

emerging cult-like environment, particularly within the boutique segment

Focus on weight loss Limited Offer on Fitness and Mindful Movement

Source: 1Eurobarometer


32

The consumer seeks holistic and hyper personalised fitness experiences, with total incorporation of digital in daily physical exercise routine

Basic Customisation | Preference for adapting

the service to individual wills, with the

accompaniment of 1:1 PTs or small groups

Hyper Personalization | Through technology,

apps & wearables, bio data collection develops

exercise and nutrition plans according to

personal momentary needs

New Priorities

CUSTOMIZATION

Search for increasingly individualized services

and products

One size fits all

Holistic Vision | New wellness design, integrated

between health and fitness services

Tangible Value | Consumers more willing to

spend on wellness, while operators encourage and

justify this willingness by offering new benefits

ALL-IN-ONE EXPERIENCE

Search for increasingly individualized services

and products

Service separation

Tracking & Monitoring | Technology allows to

instantly track every physical exercise journey

Gym On-the-Go | Greater autonomy for users,

with on-demand services, allowing convenience

and integration on a day-to-day basis

100% DIGITAL INTEGRATION

Increased demand for offerings with strong

digital components

Digital as a complement

52% of individuals prefer multipurpose

installations1

83% are willing to share data in

exchange for more customisation2

Source: 1Les Mills; 2Accenture

Graph 10: Global exercise location preferences Graph 11: European willingness to share data


33

The physical exercise landscape is being restructured by the expansion of the digital supply, allowing greater consumer independence

+ 14% # paid users

+ 7% # unpaid users (2018-2023)

Digital Offer Expansion

FITNESS APPS

SOCIAL MEDIA

ONLINE GYM

Re-creation of the physical gym experience in a 100% digital format,

allowing for a target expansion and decreased customer pain-points

Home Fitness Growth

Empowered Consumers I Incorporation of technology allows

greater independence in training, but with personalised support

Of the European population of 15-24 years

who exercise claims to exercise at home3

Of the European population over 55 years

who exercise claims to exercise at home3

Decreased Pain-Points

1 out of 4

1 out of 3

New Benefits

Accessibility Convenience Remote Customisation

8,6% influencers on Instagram

belong to the fitness category1

63% Customers find live

workouts, firstly, through gym

accounts on social media2

+ 12% # paid users

+ 6,5% # unpaid users (2018-2023)

Growth # paid users exceeds unpaid

Paid app retention rate (50%) higher than gyms (34%)

EU 20% paid for apps (2018)1 PT 18% paid for apps (2018)1

Source: 1Statista; 2Mindbody; 3Eurobarometer

Graph 12: Instagram influencers category Graph 13: Live

workouts finder

Figure 14: 15–24-year-old Europeans who exercise at home

Figure 15: Over 55-year-old Europeans who exercise at home

PHYSICAL EXERCISE: COVID IMPACT I Diagnosis: External Analysis

34

COVID-19 accelerated the physical exercise industry digitalization due to the growth of the homebody economy and boom in demand for digital solutions

COVID-19: HOMEBODY ECONOMY EMERGENCY

Transfer of most routine activities to "in-home", impacting the panorama of physical exercise, reflected in a greater sedentary lifestyle and a change in habits of the

population that exercises, creating new preferences

SEASONAL FAD OR PERMANENT SHIFT? In the post-pandemic future, despite the continuous expected presence of digital, there is still no evidence to

measure the impact it will have on offline services

30% of individuals who already practiced physical exercise began to

exercise more1

New Motivation

Spare Time

New Barrier

Lack of Equipment

SALE BOOM OF FITNESS EQUIPMENT & DIGITAL OFFERS

40% Growth in the global home fitness equipment sales market

46% Worldwide Fitness App Downloads Increase

73% exercise with the support of virtual content through digital

platforms1

Preference, during COVID-19, for

the authentic1

Impact on Typologies

> Most Popular | Yoga & HIIT for

minimalism in equipment and space

> Less Popular | Modalities with

specific equipment requirements

such as Cycling & Pilates

70% use pre-recorded

videos

75% train in live-

streaming

Before 7% live-stream; 17% recorded

Source: 1MindBody; 2World Economic Forum

Graph 14: Physical activity evolution Graph 15: Resort to digital content support

Graph 16: Live

vs. offline videos

PHYSICAL EXERCISE: COVID IMPACT | Diagnosis: External Analysis

35

COVID-19, by creating demand for alternative options, highlighted and increased the already existing need for traditional gyms to adapt their offering to digital formats

83% of Portuguese gyms plan to

maintain digital supply after

confinement2

2020

Need to adapt of traditional players already latent in pre-COVID

31% of European gym members point out gyms as their

preferred location1

COVID has forced a rapid adaptation of traditional players’ offer, with 70% of gyms at risk of closing

New Offer > Creation of hybrid models, through the incorporation of

digital solutions in the current offline business model

> On-demand/live and virtual PT solutions

201760% of Portuguese enrolled in health or fitness clubs

cancelled their subscriptions22019

GAP SUPPLY & DEMAND | The supply of traditional players was beginning to prove to be insufficient

PORTUGAL & CONFINEMENT | 108% growth in the number of Portuguese individuals to resort to online fitness options, of which 49% aim to keep the digital

habit embedded in their routine once the pandemic situation is over3

New Revenue Streams

Target Potential Expansion

"Digital came to complement the offline offering, not replace it. Gyms continue to have tremendous potential by offering specificities that online can not replace"

- JORGE CÂMARA, DIRECTOR OF GYMS FIT IT

Source: 1Eurobarómetro; 2AGAP; 3Mckinsey

Graph 17: European preferred exercise place Graph 18: Portuguese cancellation rate

Graph 19: Gym digital offer after confinement

PHYSICAL EXERCISE: TYPES OF OFFER | Diagnosis: External Analysis

36

The physical exercise offer is being reinvented with the digital integration, affecting the traditional gym model and generating purely digital models

PHYSICAL GYMSAPPS ONLINE GYM SOCIAL MEDIA

“Traditional” gyms

that offer facilities and

integrate a complementary

digital offering through apps

and/or service providers

Apps available on the App

Store and Google Play that

offer health and fitness

services with 3 distinct

functions: on-demand

workout, nutrition and tracking

Digital platforms that

replicate the physical gym

experience through live-

streaming and on-demand

workouts in a paid

subscription model

Profiles on social networks

such as YouTube, Instagram

and Facebook, that offer free

exercise content regularly

posted

SUPPLY ON PHYSICAL EXERCISE

PTDIGITAL MODEL

Certified trainers offering

hyper personalised paid plans

in direct interaction

Paulo Teixeira

Nilton Bala

Illustrative


Table 5: Physical exercise offer segments

DISTRIBUTION CHANNEL

Physical | Offer of facilities and group classes

Digital | Offer of live-streaming and on-demand workouts

TARGET

New Goals | Programs to get fit, improve performance/health

KEY RESOURCES

Social Community | Motivational and inspiring support through commitment in

group classes or digital sharing

Tracking | Traceability of physical activity through connection with

wearables & apps

Monitoring | Monitoring progressMAIN ACTIVITIES: ALL-IN-ONE EXPERIENCE

Varied Modalities | Fitness & Mindful Movement

Complementary Services | Nutrition & Personal Training

PHYSICAL EXERCISE: BENCHMARK | Diagnosis: External Analysis

37

The physical exercise offer integrates physical and digital models, being increasingly complete with the inclusion of diversified services and add-ins of tracking and activity monitoring

Please find more information on Physical Exercise Benchmark in the Appendix

New Business Models

> Offer of flexibility and convenience through a a network of holistic wellness

services’ partners without loyalty

Tech Companies

> Entering the market with high precision activity tracking apps and

wearables such as Apple Fitness+, Google Fit, Amazon Halo

Best Practices

Along with best practices, new disruptive players are emerging, affecting the aforementioned takeaways:


PHYSICAL EXERCISE: PORTER 5 FORCES | Diagnosis: External Analysis

The physical exercise industry is characterized as a highly competitive market, exacerbated by the expansion of online solutions, which is disrupting and affecting traditional players, such as gyms

BARGAINING POWER OF

BUYERS | Medium

> Switching costs on some

traditional players

> Growth of low-cost segment

> Boost of online options

THREAT OF SUBSTITUTES |

Medium

> Availability of free online

content attracts costumers to

workout at home, trend that

suffered a boost during the

COVID-19 confinement

BARGAINING POWER OF SUPPLIERS | Low

> There are several equipment manufacturers and sales revenue

from gyms are far more representative than those of single buyers’.

THREAT OF NEW ENTRANTS | High

> There are some entry barriers: switching costs, as clients

might sign membership agreements, with penalties for cancelling

the subscription earlier; financial requirements, as opening a

fitness club demands equipment & real estate; and established

competitor could enter a price war to kick-out a new player

> However, there are no economies of scale nor government

restrictions, facilitating new entrances. As well, as the digital

segment expands, the higher the threat, as this segment

requires low capital investment and is more competitive in price.

COMPETITIVE RIVARLY | High

> Large number of competitors

> Independent control of prices

> Low barriers to exit

38Source: “Individual Case Study: An In Depth Look into LA Fitness”; CL Team Analysis

NUTRITION: TRENDS | Diagnosis: External Analysis

39

Consumers are more aware of the impact of food on their well-being, although the demand for convenience remains, as they resort to the emerging digital commerce more often

FUNCTIONAL EATING

More informed and conscious consumers about well-being and nutrition,

and their interconnection

SEARCH FOR CONVENIENCE

Higher Literacy & Awareness

Food rebranding

Consumers claim to have no time nor motivation to incorporate nutritional

knowledge into their daily routines

Digital Growth I Increased demand for efficient distribution channels,

enabling e-commerce growth

Ready-to-Eat I Increased demand for products that require little time and

motivation to prepare

Food with a Function I Food becomes an integral component of lifestyle,

through a preference for foods with benefits in the overall well-being

Sustainability I Increased demand and willingness to pay for products with

organic and fair-trade labels

Time-saving options growth

Global e-commerce revenues from food between 2019 and 20253+8% +15%

Global ready-to-eat market revenues between 2019 and 20253+6%

Global recipes from the functional food market between 2019

and 20251

55% consumers are willing to pay more for products

committed to environmental impact2

Source: 1Delloitte; 2Accenture; 3Statista

Graph 20: Willingness to pay

for sustainable products

NUTRITION: COVID-19 IMPACT | Diagnosis: External Analysis

40

COVID-19 accentuated some of the trends that emerged in previous years, and forced 45% of Portuguese to adapt their diet to the new global context

Love for Local Search for Healthy SnackingValue for Money Home Cooking E-commerce

45% of Portuguese confirmed that they had changed their eating habits during confinement1 58% for a healthier routine

42% for a less healthy routine

COVID-19: THE BIGGEST HEALTH CONCERN

The pandemic had a strong impact on eating habits, dividing the population between those who sought to be more careful with their diet and those who gave in to

increased temptations at home, resulting from stress eating or boredom

"(...) strong double-digit

growth, (...) from an

increase in demand on

online channel, seems to

have come to stay.”2

1/4 of the Portuguese

consumed more fruit

and vegetables1

MEDIUM-TERM EFFECTS (RECESSION)

New Habits & Behaviours

Search for Restoration

31% of Portuguese

consumed snacks

more often1

57% of Portuguese

cooked more1

Increased demand for

solutions on a budget

Increased demand for

trade options and

local products for

security reasons and

economic support

PERMANENT SHIFTS

Source: 1DGS; 2Sonae MC

-40% take-away & delivery drop in Portugal

Graph 21: Portuguese eating habits change

NUTRITION BENCHMARK & MYSTERY CLIENT I Diagnosis: External Analysis

41

The nutrition offer has been incorporating strong digital solutions and complementary services, and it is increasingly adding new customer benefits to ensure a holistic approach

Teleconsultations | Possibility to perform the full program and appointments

in a 100% digital and online format

Follow-up | Monitoring progress through weekly, biweekly or monthly

appointments, according to the program’s phase and duration

Associated Products | Existence of own product range in some programs,

however without partnerships with third parties

Fitness Recommendations | Customization of physical exercise program

aligned with nutritional objectives

App | Tracking meal plan, monitoring results, physical activity and calories

ingested, chat with Nutritionist, recipe suggestions and E-commerce

products

Mystery Client Nutrition Apps

Freemium | Free nutritional content download and monitoring. Premium

service includes personalised plans, recipes, and detailed information

Intervention Focus | Main focus on weight loss, with some maintenance and

weight gain programs

Database | Recipes for calorie monitoring, including barcode recognition

Features | Functions such as progress assessment, meal tracking and

physical activity, workout recommendations

Connectivity | Connect to apps and devices that support a healthier lifestyle

and complement nutritional plans, including physical activity monitoring

Digital Community | Internal digital communities for virtual support and

motivation

Please find more information on Nutrition Benchmark & Mystery Client in the AppendixSource: CL Team Analysis

KEY TAKEAWAYS | Diagnosis: External Analysis

42

The insurance company should seek to incorporate new consumer preferences into its offer by taking advantage of the offline adaptation or the potential of digital

Introduction Growth Maturity Decline

PRODUCT LIFE-

CYCLE

Should Move take advantage of new opportunities emerging in the physical exercise and nutrition landscape?

Customisation

According to the new objectives of each client

E.g. Professional follow-up, goals beyond weight loss

Diversification

According to new modalities & nutritional preferences

E.g. HIIT and Yoga

Holistic Vision

Integration of new complementary services

E.g. Shopping list, recipes, mindfulness services

Yes, Move should. It can do so by developing partnerships with traditional exercise players or incorporating more digital exercise offerings, and adapting

its current nutritional offer, considering the strategic fit with the company

OFFLINE ADAPTATION | Although at

a mature stage, it is expected that

offline supply will continue to show a

positive outlook by incorporating digital

into its offering

DIGITAL POTENTIAL | Digital offering

in the growth phase, exponentially

debuted by COVID-19, and with long-

lasting effects expected


Figure 16: Product life-cycle

Move should continue pursuing its prevention strategy and adapt it to customers’ preferences changes, leveraging from its leading position in health insurance market

INTERNAL FACTORS

STRENGHTS(S1) Strong Brand Recognition(S2) Predominant Health Insurer in Portugal(S3) Internal Medical and Nutritionist Team(S4) Complete and Diverse Prevention Services Offer(S5) Healthy Lifestyles Gamification Platform(S6) Partnership with Telemedicine Platform

WEAKNESSES(W1) Weak Marketing and Communication on Prevention Services to raise awareness(W2) Weak Social Media Engagement(W3) Remote Physical Exercise Program Focused on Weight Loss(W4) Lack of Innovative and Digital Solutions on Weight Loss Program

EX

TE

RN

AL

FA

CT

OR

S

OPPORTUNITIES(O1) Portuguese Increasingly Concerned with Healthy Habits(O2) Preference for personalised and Holistic Services(O3) New Goals in Exercising(O4) Home Fitness Growth(O5) Expansion of Digital Offer

STRENGHTS + OPPORTUNITIES(S3 | O2) Design an holistic physical exercise service, with complementary wellness services(S4&S5 | O1&O3) Diversify its current prevention offer on physical exercise(S6 | O5) Further develop the relationship with TMP to include digitalization

WEAKNESSES + OPPORTUNITIES(W1 | O1) Leverage from increasing interest in prevention and divulge Move’s services(W3 | O3&O4) Incorporate new goals and preferences in Move’s WLP(W4 | O5) Integrate digital and interactive solutions on the WLP

THREATS(T1) High Sedentarism in Portugal(T2) On-site Exercise Still Relevant, despite Covid-19(T3) Uncertainty on Permanent Virtual Training(T4) Higher Literacy on Physical Exercise

STRENGHTS + THREATS(S3&S4 | T1) Incorporate professional monitoring to educate consumers and create active habits(S5 | T2) Develop partnerships with physical gyms to meet users’ preferences

WEAKNESSES + THREATS(W1 | T1) Consumers do not associate Move with a physical exercise player and solution(W3 | T3) Highly dependent on a remote physical exercise program(W3 | T4) Current Move’s physical exercise program does not respond to clients’ needs

TOWS ANALYSIS | Diagnosis

43

SWOT analysis summary, comprising both Move’s Internal (i.e. Strengths and Weaknesses)

and External Analysis (i.e. Opportunities and Threats). TOWS combines both analysis to

develop strategic choices


Table 6: TOWS Analysis

WEIGHT LOSS PROGRAM: OVERVIEW | Analysis

44

The WLP focus on weight-loss through a physical exercise plan complemented by a nutritional diet, in an 100% remote format through PDFs

> Client registration through TMP

> Data collection (Health and Lifestyle)

> Call forwarding by Nutritionist if there is an

exclusion criteria (E.g. BMI>40, pathology)

Physical Exercise and Nutrition are key for weight loss WLP is a 2:1 physical exercise program with a nutritional component

associated:

Physical Exercise | Plan with an exercise routine (3-5x per week) with a

combination of cardio and toning. Easy access, no previous experience needed

Nutrition | Diet combining the Mediterranean, hypocaloric and food wheel

regimes for cultural, less restrictive and consumption frequency purposes

70% of Move’s demand is for weight loss

Target on healthy people without pathologies

Energy balance between what the one intakes and what is consumed

ProgramActive

ProactiveCalls E-mails

4 weeks 3 5 (2 surveys) Unlimited

8 weeks 5 9 (4 surveys) Unlimited

Customer Journey

Requested by Clients

Performed by Nutritionist Team

Criteria: BMI, Gender, and Physical Activity Level

2 PDFs assigned out of:

3 Diet Models: 1200, 1500 and 1800 kcal

3 Exercise Plans: Intense, moderate, sedentary

1 | Input 2 | Output 3 | Follow-up

WLP Overview

Table 7: WLP Follow-Up

Source: CL Team Analysis; Move Data

WEIGHT LOSS PROGRAM: DEMAND | Analysis

45

Unique clients of the Weight Loss Program are decreasing, despite the continuous increase in total clients of Telemedicine Platform and of HLPS

% HLPS clients in relation to the total of

TMP clients is decreasing. 3,5% in 2020

vs. 8,1% and 12,7% in the years before

Summer Body

From April to July, the program

has more registrations than the

remaining months, as a result of

summer approaching

of the unique clients of HLPS

services only used them once

29%

Unique clients of WLP are decreasing,

reflecting clients low engagement

HLPS returning clients have

increased. 21% in 2020 vs. 11%

and 5% in the years before

Seasonal Tendencies in the Weight Loss Program

Key Takeaways

1807

4898 4870 4213

2017 2018 2019 2020

New Year, New Me

Increase of clients in the beginning of each

year, as a result of new year’s resolutions

+ 207% in Jan 2018 vs. Dez 2017

+ 277% in Jan 2019 vs. Dez 2018 0%

2%

4%

6%

8%

10%

12%

14%

Jan Fev Mar Abr Mai Jun Jul Ago Set Out Nov Dez

2018 2019

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Footnote: *Projection for the total on new unique clients in 2020

Graph 23: Number Registrations on WLP 2018-2019

Graph 22: WLP unique clients*

Source: CL Team Analysis; Move Data

WEIGHT LOSS PROGRAM: LIMITATIONS & OPORTUNITIES | Analysis

46

In order to align the WLP with Move’s prevention strategy, the physical exercise program should expand its target and offer, and consequently improve its customer satisfaction

Standardized Offer

> WLP only offers 3 meal plans and 3 exercise

plans based on 3 different criteria

Customer Profile

> Users are essentially women between the age

of 31 and 40

WLP Improvement Opportunities

Expand the action focus, incorporating new

goals and modalities

Focus on Weight Loss

> Exercise as a holistic activity for wellbeing,

through an expansion of objectives

Expand gender and age profile to reach a

wider audience

personalised offer according to customer

preferences, objectives and context

Sporadic Use & Effectiveness

> ~1/3 HLPS clients only use the services once

> Only 1 of 4 BMI stages loses ≥5% of its weight with WLP

Customer Satisfaction

> 82% finalized* the WLP, but only 60% answered

the follow-up and 12% the ending survey

Digital experience with monitoring, on-demand

exercise plans with videos

Remote Format

> Meal and exercise plan in PDF

> Follow-up by email and call

Encourage habits’ change and exercise routine

to increase the program’s success rate

Regular use within Move’s light users & raise

awareness on exercise impact on health

Source: Harvard Health Publishing; CL Team Analysis Footnote: *Clients not excluded who went through 4 or 8 weeks of the program without cancelling or giving up

IN-DEPTH EXPERTS & IDEATION INTERVIEWS’ OUTPUT | Analysis

47

From the 1:1 in-depth interviews, it was confirmed the higher level of demand of consumers and search for professional guidance in physical exercise services

Ideation 1:1 Interviews (Internal & External)Interviews with Experts

It is crucial to have a Personal Trainer or other assistant professional available

and capable of clarifying doubts on physical exercise and nutrition. – Mafalda

KEY TAKEWAYSService

Format

> Freemium plan to create brand recognition & loyalty

> Hybrid model with both virtual and presential components

Fitness

Plan

> Emotional and physical results monitoring

> Personalised plans according to goals and context

Features

> Sync personal calendar with training sessions slots

> On-demand & live videos for schedule flexibility and motivation

> Rewards for achievements and friends referrals

> App/Website with results evolution and progress

Extra

Services

> Nutritional guidance adjustable to familiar context

> Partnerships with wellness brands

Please find more information on In-Depth Interviews with Experts & of Ideation in the Appendix

Consumers are looking for a complete service, where they can find

interconnected services. – Hugo (PT)

KEY TAKEWAYS

Confirmation

of major

trends

> Consumers have access to more information and

consequently are more demanding

> Digital offer is not expected to overcome traditional

players as the social environment plays a crucial role in

motivation and engagement of customers

Position in

the Market

> To successfully enter this industry and attract clients, the

first step is to change mindsets and gain credibility

Program

Design

> Regular follow-up and a plan that evolves with time

are ways to assure engagement and efficient changes

> Integration of difference services on health & wellbeing

Source: In-Depth Interviews; CL Team Analysis

Table 8: Industry Experts Interviews’ Output Table 9: Ideation 1:1 Interviews’ Output

Key Takeaways

Motivation

Barriers

Nutrition Habits

Living alone

& employed

Childless

couple

Living w/

small

children

Living w/

adolescent

or above

Couple w/

children out-

of-home

1 Gen Z

3 Millennials1 Millennial

3 Millennials

4 Gen X4 Millennials

1 Baby

Boomer

Work-

oriented

Work-

oriented

Focus on

children

wellbeing

Balance

work &

children

Family-

oriented

Mental care,

socialization

Physical &

mental care

Time-

management

Physical &

mental care

Self & family

time

Group

motivation

Group

motivation

Weight loss

needed

Health

reasons

Health

reasons

CUSTOMER SEGMENTS’ HYPOTHESIS VALIDATION | Analysis

48

Interviews with potential personas showcased a mainly preventive mindset, with significant similarities in motivations and barriers across generations

7 out of 17 interviewees considered to have sedentary exercise habits

10 out of 17 of the interviewees considered to have moderate exercise habits

Reactive vs. Preventive Mindset I Despite non of the interviewees having an active or fully-healthy lifestyle, the majority – 14 out of 17 – has a preventive mindset

towards its wellbeing, being strongly aware of the impact physical exercise and proper nutrition can have.

Des

crip

tion

Gen

Rou

tine

Wel

lbei

ng

Get fit, stress relief & perf. improv. Get fit, stress relief & weight loss Health reasons

Earlier life stages exhibit lack of time as the dominant barrier, whilst later life

stages mainly denote lack of motivation

Trig

ger Overall little care, but never non existing, and strongly improving as children

arrive and deteriorate once again when they become independent

Please find more information on In-Depth Interviews with Personas in the AppendixSource: In-Depth Interviews; CL Team Analysis

Table 10: Hypothesis Customer Segments Interviews’ Output

TARGET QUANTIFICATION & SELECTION I Analysis

49

12% to 20% of Move’s clients exercise sporadically, hence due to its conversion potential, intrinsic motivation and fit with Move, four personas were developed to represent the project’s target

68%

6%

16%

5%

1-4x/Week

≤3x/Week11%-16%*** Exercise ~4x/month

989k-1.439M Portuguese Light Users

Never

5%

≥5x/Week

12%-20%*** Move Light Users**

87k-176k Move Light Users

Future's Target Conversion Potential | Vast market to act in

prevention, with 68% of the Portuguese population currently not

exercising, which corresponds to 40% of Move’s customer portfolio

Target Selection Criteria

Source: Eurobarometer; INE; CL Team Analysis

Focus on Light Users | Aligned with prevention focus, they are people who perform

physical exercise sporadically and, as a consequence, are more easily converted

to gradually integrate a regular practice into their routine.

Fit with Move’s Customer Portfolio | Gen X & Millennials segments are the most

representative of the current Move customer base

Intrinsic Motivation | Individuals with concern and awareness of the impact of

exercise and nutrition on their well-being and health

The Workaholic

The Stressed-Out Mom

The Maybe Tomorrow Dad

The Procrastinating Mom

From the 6 consumer segments developed, the following 4, represented by personas,

are considered the most attractive:

Footnote: *Population with 15+ years old; **Clients with 18+ years old; ***Survey

Graph 24: Exercise Practice in Portugal*

Light Users | Target Quantification

THE WORKAHOLIC I Analysis

Recently away from his parents' home, João has always had a

preventive attitude in his life, being aware of the impact of daily

choices on his wellbeing. However, with the pressure and lack of

time caused by work, he became more careless in regards to the

practice of physical exercise and nutrition.

Effect of COVID-19 | The confinement forced a change to remote

work, allowing an increase of free time. He occasionally sought to

incorporate the practice of exercise in digital format.

JOÃO SANTOS

26 years old

Living with his girlfriend Maria, no kids

Consultant

50

João does not have a constant practice of physical exercise, due to the lack of time derived from intensive work, despite being aware of its impact

Lose Weight

Reduce Stress

Health Reasons

Get in Shape

WHY?

WHY NOT?

Time

Motivation

WHERE?

Outdoor

Gym

Home

WHEN?

WHAT?

> Group sports (Football, Padel)

> Jogging

1x per week, mostly at weekends

NUTRITION

Careless Care

Reactive Preventive

João does not have a regular practice of physical exercise, due to the lack of time derived from intensive work, however he is strongly aware of its positive impact on his wellbeing

MAIN PAINS

Poor physical form and sense of rush to go

back to work

Please find more information on Persona’s Customer Journey in the AppendixSource: CL Team Analysis

Graph 25a: João Motivations

Graph 25b: João Barriers

Graph 25c: João Preferred

Location

Graph 25c: João Nutrition

She is known in her group of friends for the "missing in combat":

She tries to combine demanding work with two small children, a

healthy lifestyle, and moments of socialization, but ends up feeling

that she has no time for anything. She has a healthy diet motivated

by the children and has always tried to exercise because she easily

sees the benefits, but recently can not manage well her time.

Effect of COVID-19 | It made it even more difficult to separate

work and other responsibilities, so exercise was not prioritized

MARINA NUNES

33 years old

Married with two children, 4 and 6 years old

Brand Manager

THE STRESSED-OUT MOM | Analysis

51

Marina has difficulty reconciling her family context of two young children and her professional life with a regular form of physical exercise

Lose Weight

Reduce Stress

Health Reasons

Get in Shape

WHY?

WHY NOT?

Time

Motivation

WHERE

Outdoor

Gym

Home

WHEN?

WHAT?

> Group classes (HIIT, toning, postpartum)

> Individual workouts

1-2x per week, depending on time

availability

NUTRITION

Reactive Preventive

Careless Care

MAIN PAINS

Sense of guilt and tiredness, combined

with comparison with others


Graph 26a: Marina Motivations

Graph 26b: Marina Barriers

Graph 26c: Marina Preferred

Location

Graph 26c: Marina Nutrition

Blessed with a fast metabolism, Tomás always ate what he wanted

and never exercised much. However, age begins to weigh and, on

the last visit to the doctor, the results of the analysis showed

reasons for concern. He was recommended regular exercise

practice and a healthier diet to combat the mild pathologies that

were emerging.

Effect of COVID-19 | The lack of motivation and the family context

made the practice more difficult.

TOMÁS SILVA

37 years old

Married with 2 children, 6 and 11 years old

University Professor

52

As a result of a deviation in the usual medical analysis, Tomás was forced to start exercising, although he still lacks the right motivation to do it regularly

Lose Weight

Reduce Stress

Health Reasons

Get in Shape

WHY?

WHY NOT?

Time

Motivation

WHERE?

Outdoor

Gym

Home

WHEN?

WHAT?

> Group classes (Toning, Aerobics)

> Individual Training

1-2x per week, depending on weather

availability

NUTRITION

Reactive Preventive

THE “MAYBE TOMORROW” DAD I Analysis

Careless Care

MAIN PAINS

Poor physical form and accumulated

fatigue


Graph 27a: Tomás Motivations

Graph 27b: Tomás Barriers

Graph 27c: Tomás Preferred

Location

Graph 27c: Tomás Nutrition

Ana reacts to problems in her life when they arise. Care in food is

motivated by her children, however she often gives in to temptation

for comfort or stress. She has already been accompanied by

professionals to lose weight, but quickly loses motivation. She

hasn’t exercised regularly since her daughters were born.

Effect of COVID-19 | It added more household chores to her

routine, resulting in less time available for herself. She tried to do

yoga classes in digital format.

ANA PEREIRA

48 years old

Married, with 2 children, 15 and 19 years old

Head-hunter

53

Ana adopts a reactive stance in most aspects of her life, including physical exercise, although she still lacks the motivation to do it in a regular manner

Lose Weight

Reduce Stress

Health Reasons

Get in Shape

WHY?

WHY NOT?

Time

Motivation

WHERE?

Outdoor

Gym

Home

WHEN?

WHAT?

> Group classes (Yoga, Cycling, Step)

> Mindfulness Classes

1-2x per week, although without fixed

schedule

Reactive Preventive

NUTRITION

THE PROCASTINATING MOM I Analysis

Careless Care

MAIN PAINS

Poor physical form and tiredness


Graph 28a: Ana Motivations

Graph 28b: Ana Barriers

Graph 28c: Ana Preferred

Location

Graph 28c: Ana Nutrition

WORKSHOPS’ OUTPUT I Analysis

54

From the 2 developed workshops, ideas were gathered at the level of the exercise plan, professional monitoring and features the program to conceptualize

Output I Focus on a personalized, diverse and time-saving physical exercise

program, complemented with professional support and healthy lifestyle services

Output I The physical exercise program core characteristics, duration interval,

main players, provider format, and content source possibilities were determined

Ideation Workshop Decision Workshop

Physical Exercise & Nutrition Plan I Personalised, diverse & time-saving

> Adapted to objectives and routine of the client, progressively adapted

> Adapted to preferences, regarding modalities, localization and habits

> Accommodated to personal & work schedules, developed to save time

Professional Follow-up I From Wellbeing Coach, Nutritionist and PT

Complementary Services & Features

> Food-on-the-go services and weekly healthy food box delivery

> Common challenges with scoreboard and rewards

> Activity monitoring, with alerts and healthy living recommendations

Core Characteristics I Program features division between core and nice-to-

have so to facilitate its implementation

Duration I Setting of an interval between 6-10 weeks for the program duration

Players I Setting of the main players orchestrating the program – Wellbeing

Coach, Nutritionists and PTs

Provider I Choice of single provider, rather than a partner or two-party format

Content I Decision to combine internal development with potential content

partners to facilitate implementation process

Please find more information on Workshops’ Output in the AppendixSource: Ideation Workshop & Decision Workshop

SURVEY’S OUTPUT I Analysis

55

Light Users do not exercise due to lack of motivation and time, but perceive its value and are, consequently, interested in a program including a virtual PT and a Wellbeing Coach

931 Answers

Survey Flow & Key Takeaways


> Lack of Motivation (47%) and

Time (38%) are the major barriers to

exercise

> People exercise to stay fit (41%)

and to reduce stress (29%)

> Outdoor (33%) is the most

preferred place to exercise, followed

by at home (20%)

> 90% are interested in having virtual classes

with a PT, whereas 60% are willing to

subscribe at a fair price

> On average, participants are willing to pay an

additional 33€ to have PT classes on-site

> Individuals recognize the importance of a

Wellbeing Coach (85%) to help developing

healthy routines, however 55% are interested

in subscribing sessions with him

> Preference for accessing to fitness

and nutrition contents on own

App (68%), over a YouTube

Channel or Public App

> Individuals are mostly interested in

having access to on-demand

sessions with PT and Nutritionists,

as well as nutrition contents at

discount as ongoing services

> 68% Female and

32% Male

> 59% live with a

partner or with

children

> 23% have small

children and 22%

have adolescents

Focus on Light Users* | 340 Answers

Please find more information on Survey in the AppendixFootnote: *Individuals who exercise until 1x/Week or 1-2x/MonthSource: Survey; CL Team Analysis

MUST-HAVES & NICE TO HAVE | Recommendations

56

Considering insights from the market study, features to be included in the new program were prioritized to assure alignment with potential customers’ expectations and requirements

Core

Priority Offer

> Time Management

> Emotional Management*

> Customization

Extra

> Wellbeing Coaching

> PT & Training Plan

> On-demand Partnerships (contents, gyms, etc.)

> Calendar Management

> Interconnection with Gamification Platform

> Nutrition & Meal Plan

Consultation with

Recipes

> Motivation Tips and/or Blog & Testimonials

> Mindful Movement

> Shopping List

> Nutrition

> Modalities

> Conviviality

Nice-to-Have Offer

Integrated service of professionals in sports and nutrition,

with coaching training on psychological support for long-term

changes and counselling to incorporate a regular practice

in every day's routine, considering time and motivation

barriers. Main points of difference & features:

ASSESSMENT OF POSSIBLE FEATURES & PRIORITORIZATION

PT Follow-up | personalised

training sessions, monitoring

and feedback

Tailored Progressive Plan |

Evolutive, based on preferences,

space & time constraints

Motivational & Organization

Support | Emotional assistance

in incorporating new routines

Ongoing Service | Ongoing

access to a set of features or

partners

On-demand & Live-stream

Exercise Content | Library of

classes and support videos

Nutritional Support | Follow-up

complemented with weekly

menus, recipes and shopping list

SOLUTION DESIGN

Source: CL Team Analysis ExtraCore

Figure 17: Offer requirements

Footnote: *To work on motivation and overcome the feeling of guilt

MACRO RECOMMENDATIONS | Recommendations

57

To expose Move’s action in the prevention axis, 7 final recommendations were developed in order to effectively design the new physical exercise program

RECOMMENDATION DESCRIPTION ACTION-PRIORITY MATRIX

Program StructureThe program should last 8 weeks and include PT and Nutritional monitoring,

combined with a Wellbeing Coach to support on motivation and habits’ change

ContentContent should be developed internally and introduced into a YouTube channel

initially and into a white label platform later on

PlacementThe provider responsible for the management of the services offered and the

orchestration of the platform should be the TMP

Ongoing ServicesThe program should be complemented by on-demand access to services on

professional assistance, support content, facilities and nutritious food suppliers

Promotion

Communication should be aligned with target audiences’ preferences, leveraging

on social media presence and capitalizing on other channels. Regarding TM Group

policy clients, corporate wellbeing initiatives should de undertaken

PartnershipsThe company should prioritize well-know, trusted partners that are nationally

widespread and eager to join the program > # of Registrations

> # Weekly Sessions

> Churn Rate

> Feedback Surveys

> Click-Through Rate

> # Used VouchersFinancial Screening

Move should develop a freemium model with one free plan (CORE) and two paid

plans (PLUS and PREMIUM)

1

2

3

4

5

6

7

PROJECT OVERALL KPIS

Fill Ins

Quick Wins Major Projects

1

23

45

Impa

ct

Implementation Effort

Thankless Tasks

6

7


Table 11: Recommendations overview

Figure 18: Action-priority matrix

PROGRAM STRUCTURE | Recommendations

58

AtivaMente should address light users practice barriers, through a customised program to clients’ needs and preferences, with the ultimate goal of developing the foundations for an active lifestyle

Preference for customised services

> Physical exercise services tailored to personal

goals, preferences, and context, combined with

individual monitoring

> Valorisation and greater availability to pay for

extra services to stimulate healthy lifestyles

Active & Healthy Lifestyle Foundations | Develop a tailor-made physical exercise program to promote fitness literacy for an autonomous practice routine for light users

Customers search for customised physical exercise solutions

to their needs, to address their main barriers to practice

Which is aligned with Move’s prevention

strategy to create active routines

A personalised exercise program with professional

monitoring from a PT and Coach should be developed

Survey suggests interest in personalised and holistic services, with mentoring from a PT and Wellbeing Coach

60% of the target light users are interested in paying a fair price

for sessions with a virtual PT

55% of the target light users are interested in having sessions

with a Wellbeing Coach

Lack of time and motivation to exercise

> Due to the family and professional context,

lack of time and motivation should be addressed,

since they are considered the main barriers and

excuses to the practice of exercise

Strategic alignment with Move on prevention

> Alignment of incentives between Move and its

clients

> Complete Move’s exercise offer on prevention

> Promotion of active and healthy habits with

impact on clients’ long-term health

1

Source: Survey

Graph 29: Virtual PT willingness to pay Graph 30: Interest in Wellbeing Coach


59

The inclusion of PT classes and guidance by Nutritionist & Wellbeing Coach 2:1 are critical for service customisation, customer motivation, and creation of active and healthy routines

NUTRITION & COACHING SERVICE

GOAL 1 | Nutritional guidance and education

GOAL 2 | Evaluation of clients’ preferences and personal context to help them

incorporate physical exercise and healthy habits into their routine

ROLE 1 | Personalised meal plan, nutrition tips, and recipe database

ROLE 2 | Behavioural Coaching and tips to integrate healthy habits into

routine, time management and motivation

RESPONSIBLE | Existing TMP Nutritionists network 2:1 with

additional Coaching training outsourced by InsightOut

PHYSICAL EXERCISE SERVICE

GOAL | Develop the foundations for a regular and autonomous physical

exercise practice by clients, namely light users

ROLE 1 | Creation of a personalised and diversified training plan with constant

progressive adaptation for each client

ROLE 2 | Individual or small-group training classes

RESPONSIBLE | Hired Personal Trainers by TMP

Personal Trainer Nutritionist & Wellbeing Coach 2:1

COMPLEMENTARY RELATIONSHIP | With two different, but parallel roles, the PT and Nutritionist 2:1 are the key figures of Move’s new physical exercise

program – AtivaMente. Together, it is possible to offer clients a customised, progressive, and interlinked physical exercise and nutritional plan, according to

the clients needs, context, and preferences throughout the program. The PT and Nutritionist 2:1 should be constantly in touch to align their plans.

1

Please find more information on PT, Wellbeing Coach & Nutritionist Hypothesis in the AppendixSource: CL Team Analysis


60

AtivaMente begins with a complete evaluation of the client, allowing the training and meal plans’ customisation, while having always available a set of ongoing services

CUSTOMER ATTRACTION

Communication

and Awareness

ONGOING SERVICES

On-Demand Monitoring Sessions | Facilities | Support Content | Food

REGISTRATION & SURVEY

1st NUTRITIONIST CONSULTATION

1st PT CLASS FOLLOW-UP END OF THEPROGRAM

Program Duration: 8 WeeksWeeks

Unlimited1 8

Preferences,

Objectives and

Motivations

Guidance based

on Context and

Routine

Custom Plan and

its Demo

Monitoring

Classes &

Sessions*

Final Session

with Nutritionist

2:1

MACRO CUSTOMER JOURNEY I Designed to offer clients a personalised physical exercise program, according to their needs, in order to literate them, while

simultaneously providing the necessary tools for an autonomous practice towards an active and healthy lifestyle

1


Figure 19: AtivaMente

Customer Journey

Footnote: *With PT and Nutritionist 2:1 respectively


61

After registration, customers answer a set of key questions for the PT and Nutritionist 2:1 have a first perception and starting information for the development of personalised plans

Clients Onboarding

REGISTRATION

Responsible | Telemedicine Platform

Format | Form

Goal | Validation of customer and policy eligibility;

Setting client profile

SURVEY FORM

Responsible | Telemedicine Platform

Format | Questionnaire

Goal | Initial screening for sessions’ guidance and

development of exercise and meal plans

INTERCONNECTION BETWEEN SERVICES

Responsible | Nutritionist 2:1

Goal | Holistically evaluate each customer and

transmit information to the PT to streamline the

development of customised plans

Information Requirements

> Personal Data (E.g. Name, NIF, Contacts)

Information Requirements

> Health and Lifestyle Data (E.g. Weight; Activity)

> Context, Motivations, Barriers and Preferences in

Physical Exercise

Requirements

> Direct communication channel between the PT

and Nutritionist

> Disclose clients profiles for live information

1 2 3

GOAL | Centralize and smooth clients’ onboarding, while simultaneously have access to their personal info, context, physical exercise habits, and

preferences in order to provide them a customised plan and, consequently, facilitate the coordination between the PT and Nutritionist 2:1 ongoing follow-up

1



62

Move gets in touch with the client after each training session or clients request support at anytime throughout the program, with the ultimate goal of monitoring clients’ physical activity and evolution

Clients’ Ongoing Follow-up

MOVE DRIVERS TO FOLLOW-UP

> Monitor the clients’ physical activity, routine and progress

> Motivate and encourage clients to persist and develop

physical exercise habits

> Adjust and customize plans accordingly to clients’ data

from follow-up

CLIENTS’ INTERESTS TO HAVE FOLLOW-UP

> Access to their evolution and plan throughout the

different stages of AtivaMente

> Benefit from professional assistance and tracking,

which help on increasing commitment and motivation

> Avail of mentorship from experts

Contact request by

e-mail or telephone

Survey link at the end of

each practice video

Survey link or Chat

thru the AppA

ctiv

e

Direct contact via App or contact

request by e-mail or telephonePro

activ

e

ACTIVE FOLLOW-UP | Move gets in touch with the client in order to in each session with the

Nutritionist 2:1 and PT, they have the indispensable information and feedback to adjust the

program to clients’ needs, preferences, and progress

PROACTIVE FOLLOW-UP | Clients request contact to get in touch directly to their assigned

Nutritionist 2:1 and PT at anytime throughout the program, with the purpose of clarifying doubts,

tips and performing minor changes in their plans

1st Launch 2nd Launch

1


Figure 20: AtivaMente Follow-Up Model


Source: European Journal of Social Psychology; National Library of Medicine; Survey; CL Team Analysis 63

The AtivaMente program incorporates 5 touchpoints with one PT and 3 with the Nutritionist & Wellbeing Coach 2:1 with schedule flexibility over 8 weeks, to stimulate lasting habits’ change

Optional

AtivaMente Program Duration

Literature | Minimum 6 weeks to exercise habit formation, although it usually takes 8+ weeks for a lasting habit creation through preparation cues and practice

consistency. Individuals who repeat a certain behaviour in a systematic and regular context increase its integration and automation

Survey | Preference for wellness services concentration in a short period of time. Each session with a duration of 45 minute to fit into their busy schedules

68% of the target light users prefer 5 sessions with PT within 5 weeks, as opposed to 10 weeks

48% of the target light users desire 45-minute sessions with the Wellbeing Coach

Experts | Practice 1x/week during 2 months to develop long-term habits. Each PT session last for 45 minutes for exercise prescription, practice, and monitoring

Wee

ks 1

8 Weeks with Scheduling FlexibilityIllustrative

5x 45-minute Sessions with PT 3x 30-minute Sessions with Nutritionist

3 4 5 6 7 8

Schedule Flexibility

> Allows session concentration or dilution

over 8 weeks according to preferences

> Addresses the lack of time barrier by

providing alternatives to best fit clients’

schedule

2

1

Figure 21: AtivaMente Professional Monitoring Frequency


64

Alternatively, we developed 3 AtivaMente plans that differ in the number of PT classes and, consequently, in the price, so that lessens the CORE plan’s losses and subsidises paid plans’ classes

CORE PLUS PREMIUM

Duration 8 Weeks 8 Weeks 8 Weeks

PT* 1 Session 3 Sessions 5 Sessions

Nutritionist & Wellbeing Coach 2:1 3 Sessions 3 Sessions 3 Sessions

ContentOn-demand Videos

Live Streaming ClassesOn-demand Videos

Live Streaming ClassesOn-demand Videos

Live Streaming Classes

Ongoing Services

0€** 30€** 45€**

IDEAL PROGRAM | Move has been offering its clients additional

HLPS to insurance for free. AtivaMente’s full version should include

5 PT sessions, however it has considerable high cost associated

3 ATIVAMENTE SUBSCRIPTIONS | Paid plans mitigate losses from continuing

offering a free version (CORE) and subsidise the other PT sessions from PLUS and

PREMIUM plans, allowing to set a competitive price

1

Footnote: *Additional complementary on-demand sessions for 15€/session; **Further pricing information on financial screening recommendation

SUBSCRIPTIONS’ RATIONAL

> Address light users’ sedentarism

and promote an active lifestyle

> Maintain a free offer and additional

ones at competitive prices, aligned

with Move’s prevention strategy

> Limit Move’s client usage abuse by

only offering CORE once a year

AtivaMente’s Subscriptions | 3 Plans


Table 9: AtivaMente

Plans’ Characteristics


65

AtivaMente aims at improving Move’s current physical exercise offer by addressing the root causes of light users’ sedentarism through personalization and professional monitoring

WHY?

> Search for personalised and holistic

services

> Address lack of time and motivation

> Discourage sedentarism

The current Weight Loss Program offered by

Move does not fulfil light users’ main

barriers and needs

HOW?

Through professional monitoring and follow-up

Personal Trainer

> Development of tailor-made training plans

> Offer 1:1 classes

Nutritionist 2:1

> Creation of personalised meal plans

> Offer 1:1 behavioural coaching sessions for tips

and advice on integrating healthy habits into routine,

time management, and motivation

WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

2nd Program Launch with

Nutritionists 2:1

1st Program Launch

Wellbeing Coach Pilot

Coaching Training for Nutritionists

PT Hiring; Nutritionist & PT

Onboarding; Team Organization

1st Q

GOAL I Design a personalised and holistic physical exercise program with professional monitoring to address needs and preferences, and ultimately

discourage light users’ sedentarism. Develop physical exercise foundations for an autonomous practice and routine

1


CONTENT | Recommendations

66

To meet the target customer expectations, physical exercise & nutrition content should be improved by leveraging video dynamism and draw on more modern distribution channels

Content & Distribution Channels Renewal | Target audience increased preference for digitalized and dynamic content & distribution channels, requires an

adjustment of Move’s exercise & nutrition offer, towards a more modern & interactive approach.

Customers increasingly demanding more digitalized content &

distribution channels for their physical exercise practice

To vanish the existing gap between

firm’s offer and customer demands

A modernization of content & distribution channels

should be undertaken for a more digital approach

Current Offer - Weight Loss Program

PDFs: 1 out of 3 different training plans

and 1 out 3 meal plans sent via email

> Little customisation

> Focused on weight loss, not adapted

to other exercise motivational goals

> No video support, only demonstrative

images working as a training plan

Preference for Personalised Services

Customisation | Search for exercise services tailored to individual preferences and context

New Goals | New goals, going beyond weight loss, behind the practice of physical exercise emerge

New Modalities I New modalities arising and showcasing rising demand

Survey suggests target’s preference for digitalized and dynamic content/distribution channels

Prefer content to be in

program’s own new app

Prefer content to be in a public

app (E.g. Nike Training)

Prefer content to be in a public

YouTube channel

68%* 20%* 12%*

2

Source: Survey Footnote: *Survey results for “Which of the following content would you enjoy to have as a complement to the PT sessions?”

Gap between demand & Move’s offer

Graph 31: Content

channel


67

To foster a faster implementation, AtivaMente should first launch a YouTube channel and, on a second phase, evolve to the adoption and development of its own white label application

Phase 1 - YouTube Channel

Model

> Creation of a private YouTube Channel with own program classes,

recorded by Personal Trainers and only available to program clients

> Clients receive a personalised workout plan, in PDF format,

based on preferences and on available video classes

Development

> TMP is responsible for the production of a significant set of class

videos to ensure diversity (type of exercise, duration, intensities,

and equipment requirements)

Timeline

> Rapid implementation to start the program in early 2021

Phase 2 - Public App or App AtivaMente

Model I PT suggests public fitness app content for the client to use during the program

A

Advantages: brand recognition; extensive

content library already developed

Disadvantages: time-consuming copyright

negotiation w/ international player

Model I White label app adapted to Move’s branding, with own program’s content

Development I TMP & external developer of white label app

Timeline I Launch early 2022

Option B was chosen to guarantee higher operational control & quality of the program’s offer

Advantages: simple negotiation;

developed infrastructure & features; control

Disadvantages: time consuming set-up to

align operative features & content

B

2

Please find more information on Content Hypothesis in the AppendixSource: CL Team Analysis

Phase 1 Steps


68

Phase 1 has as focal point the creation of a YouTube channel with diversified content made by the PTs, for them to incorporate in the customised workout plans produced for each client

CHANNEL

Content Localization

> YouTube channel creation

> Private channel to ensure content

exclusivity to program clients

> Organization of playlists

according to exercise typology

Reaching the Client

> Sharing via e-mail, with link and

authorization to view content

> Workout plans based on available

videos & client’s preferences

CONTENT

Typologies

> Classes of various typologies:

cardio, aerobics, HIIT, toning,

flexibility, yoga, and Pilates

Durations

> Shorter & longer workouts: 7

mins, 30 min, 45 mins

Equipment

> With/without equipment, so to

ensure flexibility in the workouts

PRESENTATION

Recording of Content

> Uniform background

> Separate audio editing of video

for better overall quality

Performer

> PTs associated with program

(contracted by TMP and who will

then give the personal workouts)

Partners

> Showcase associated program

brands for promotional effects

TIMELINE

Beginning

> Base content to be developed

between March and April 2021

> Continue content development

throughout 2021 so the service is

not perceived as exhaustible

Ending

> No predetermined ending:

channel will continue to be

available to program clients even

after phase 1 ends

2



69

A White Label App developer would provide Move with the opportunity to deliver its customers a more customizable and diverse offer, whilst keeping operational costs low

WHITE LABEL APP I The layout of the app can be adjusted to Move’s branding, but app’s features and programming are already developed, making the set-up

more time and cost-efficient, whilst fulfilling customer needs for a more digitalized and interactive approach.

Exercise Nutrition

Interaction Monitoring

> Workout plans features incorporated in the app with the possibility to be

customised to each client

> Content already recorded in the app and possibility to add more

> Option to include live and group classes available

> Meal plan features incorporated in the app with the possibility to be

customised to each client

> Nutritional content & recipes already enclosed in the app, with shopping

list associated, and with the possibility to add further

> Appointments with PT, Nutritionist & Wellbeing Coach through the app

> Appointment booking and schedule management features available in

the app & adaptable to company’s preferences and requirements

> Live chat features between professionals and the clients available

> Feedback questionnaires available in the app, automatically showing up

once the workout is done or the meal plan is concluded

> Analysis of the feedback provided done by the app system and available

to both the professionals and clients

2

Source: Meeting with White Label Provider; CL Team Analysis

Phase 2 Steps


70

On the second phase, a transition for the app as lead distribution channel and further production of new videos, in both the exercise and nutrition spheres, should be fostered

CHANNEL

Content Localization

> App AtivaMente, through

partnership with white label app

developer for infrastructure

> YouTube remains accessible to

customers and as a content base

Reaching the Client

> In-app customer sign-up via

email and password

> Plans delivered through the app

or by email, if preferred

CONTENT

Typologies

> Focused on demonstrative

exercises (e.g. squats, burpees) &

new nutritional content (e.g. recipes)

> Inclusion of videos from 1st phase

> Inclusion of live & group classes

Duration

> Shorter demonstrative videos

Equipment

> With/without equipment, so to

ensure flexibility in the workouts

PRESENTATION

Recording of Content

> Recording and editing video in the

same settings as the first phase

> PTs & Nutritionists associated

with program (contracted by TMP

and who will take appointments)

App Layout

> Branding of the program app

adapted to Move’s branding

> Generic app features adaptation

for better customer experience

TIMELINE

Beginning

> Application setup and content

development between July and

September 2021 – for pilot

launch in November 2021

> Pilot version between November-

December 2021 for reassessment

> Launch 1st month of 2022

Ending

> No predetermined ending

2


CONTENT I Recommendations

71

To fulfill new customer expectations, AtivaMente’ physical exercise and nutrition content should be developed in video format, resorting to the PTs of the program, and distributed through digital platforms

GOAL I Develop and improve current content & distribution platforms of the insurer’s physical exercise & nutrition supply, so to better match new customer

expectations and preferences for a more digitalized, personalised & diverse offer.

WHY?

> Increased demand for customised offers

> New physical exercise goals emerging

> New modalities rising

And company’s current physical exercise offer

is not fully aligned with these new preferences

> Little customisation

> Focused on weight loss

> No video support & use of more traditional

distribution channels

HOW? WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

Launch App

Launch Program

Upgrade Content & Distribution Channels

App & new content development

App Pilot

Content creation

1st Q

1st YouTube Channel

> Develop private YouTube channel, only available for

Move’s clients

> Create exercise video content to input in the channel

2nd App AtivaMente

> Prepare app set-up with white label developer

> Input content from 1st phase in the app

> Create new content, both in exercise and nutrition

2


Operational Benefits for the Insurer from Internal Centralization

> Elimination of risk inherent to new unknow partnership

> Time-saving negotiation process, facilitating a faster implementation

> Potential to leverage upon already developed know-how & capabilities,

warranting stronger coordination between program professionals

> Decreased costs of full or partial provision of service by external party

PLACEMENT | Recommendations

72

To guarantee a smooth customer journey, AtivaMente-related activities and responsibilities should be focused in one single entity, which should be internal to Move’s insurer

To overcome their barriers to exercise practice, customers search

for simplified and smooth customer journeys

To match customer needs, whilst

collecting operational benefits

The program activities should be centralized in one

single internal provider

Program Provider | To ensure an optimal coordination within the program, activities should be centralized in one single internal provider.

Interviews suggest a preference for centralized offers

“It is hard enough to find the motivation to workout, if I have to go to multiple places to access the full program I know I will quit half way there. It has to be as

simple as possible for me to actually commit to it” – Interview to Sara, Procrastinating Mom

Increased Benefits for the Consumer from Centralization

As lack of time & motivation are the main barriers to physical exercise of the

target client , the customer journey must be:

> Simplified & shortened, to decrease the required effort from the customer

> With 1 single entry point, making it more convenient and easily reached by

the customer

3

Source: In-depth Interviews, Mckinsey


73

The Telemedicine Platform, in addition to operational know-how in services, has specialized human resources that distinguish and guarantee quality to its offer

Trust

TMP has an established partnership with

the insurer since 2016, with a leading

position in the telemedicine market and strong

experience background supporting it.

Ease of Implementation

More time-efficient negotiation due to already

established partnership. Even so, the set-up will

require significant time, as both new content &

platforms would have to be developed.

Quality of Service

Physical Exercise I Weight Loss Program

> Developed exercise contents: training plans w/ images available

> No trained professionals currently featured

Nutrition I Nutritional Guidance

> Developed nutrition contents: suggestion of weekly

personalised menus w/ caloric count available

> Network of certified Nutritionists available

Wellbeing Coach

> Strong capabilities to develop existing internal professionals

to perform this role efficiently

Customer Experience

Customer experience and journey is simplified,

with all activities concentrated in 1 place, despite

being uniquely remote and having no

physical exercise brand associated.

.

Costs

Costs associated to services performed are

already included in the established contract

with TMP, sturdily decreasing total prospective

program costs for the insurer.

PROVIDER I The Telemedicine Platform (TMP), due to its already established partnership with Move and its developed capabilities & contents, in both physical

exercise & nutrition, should be the provider of the new AtivaMente Program

3

Please find more information on Provider Hypothesis in the AppendixSource: CL Team Analysis


74

The Telemedicine platform, as provider of the new program, will be accountable for the management of customer communication, human capital and maintenance of content & platforms

FUNCTIONS I The Telemedicine Platform (TMP) should be the access point of customers to the new exercise program AtivaMente, whilst also being

responsible for the operational management of the required human capital, platforms and content associated to it.

CLIENT COMMUNICATION

TMP should be the link between the client and

the AtivaMente program

> Customer acquisition tool, leveraging on its

brand recognition & marketing channels

> First contact of the client with the program,

through registration on its website

> Adaptation of present monitoring mechanisms

to warrant a 2-way communication

> Organization & coordination of video

appointments and virtual classes

CONTENT & PLATFORMS

TMP should oversee the management of the

materials supporting the AtivaMente program

> Develop & upgrade existing nutritional

content with support of program Nutritionists

> Create physical exercise content with the

support of the program PTs

> App AtivaMente and YouTube channel

management & coordination/integration

with other Move’s platforms

HUMAN CAPITAL

TMP should be responsible for the development

of the necessary human resources for the

implementation of the AtivaMente program

> Capitalization in the existing network of

Nutritionists, to maintain current nutrition offer

> Creation of partnerships with training

providers for Nutritionists in the coaching

area, to assume the coaching role

> Hiring freelance physical exercise technicians

to build a professional network of PTs

3


PLACEMENT I Recommendations

75

To ensure an optimal customer experience, the insurance company should centralize program activities and responsibilities on the Telemedicine Platform, working as a single provider

GOAL I Through an internal centralization of program activities and capitalization on existing resources, decrease potential costs & risks for the insurer,

whilst guaranteeing a seamless customer experience for the AtivaMente program.

WHY?

To create benefits for both the insurer and the

client, the program provider should guarantee:

> Simplified but optimal customer

experience

> Time-efficient implementation & set-up

> Strong coordination between the

different professionals inside the program

> High-quality levels of the service provided

> Cost-saving provision

HOW?

Centralization of Activities in Single Internal Provider

TMP should be responsible for the main program-

related activities:

> Client communication

> Hiring & creation of partnerships with training

providers of human capital

> Creation & management of program content &

platforms

> Coordination with the remaining Move’s platforms

WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

Launch App

Coach Pilot & Launch of Program

Gamification Platform Integration

Training & On-boarding of All Coaches

Negotiation w/ TMP & hiring of PTs

1st Q

3


ONGOING SERVICES | Recommendations

76

AtivaMente program should include ongoing services that assure customers the possibility of extra professional monitoring, accessing facilities and content to exercise and other complementary resources

As customers seek constant support and the insurer aims to

improve its clients’ health

To assure continuity and support in

maintaining long-term changes

Services covering support on physical exercise and

nutrition & other incentives should be included

Increase demand for integrated services and higher willingness to pay

Holistic Vision | New wellness perception, integrated between health and fitness services

Willingness to Pay | Consumers are more willing to spend on wellness, once aware of its impact on wellbeing

Goal of AtivaMente program is to change habits

Survey suggests interest in

multidisciplinary services at a reduced

price even after the end of the program*

73% of potential clients chose

at least 3 different ongoing

services they would enjoy in

the exercise offer, at a reduced

price, suggesting demand for

and holistic integration of

exercise & nutrition services

Alignment with Clients’ Expectations | “I would only be

interest in the program if I was assured that I would not be left

alone after the 8 weeks, having access to support or content I

used during that period would help me not going back into my

old bad habits.” – Interview to Luísa (as Stressed-Out Mom)

Move’s Objective | The purpose is to

improve lifestyle habits of light users'

clients by overcoming barriers of time

and motivation, assuring improve of

health in the long-term

Ongoing Program | In line with the goal of a continuous and permanent change of habits, ongoing resources to clients should be assessed

4

Footnote: *An even distribution of answers also assure need for multidisciplinary as there is demand for the presented servicesSource: In-Depth Interviews; Survey

Graph 32:

Ongoing

services

preferences

ONGOING SERVICES | Recommendations

77

To sustain an offer of multidisciplinary ongoing services, Move should leverage on internal resources and resort third-parties, establishing relationships differing in nature of contact & need for a financial transaction

Monitoring Facilities Support Content Nutritious Food

Ongoing Services

Physical Exercise Program AtivaMente

1 8

HOW?

Internal Resources | Capitalize on internal capabilities to offer ongoing services without need for negotiation effort or monetary investments with third-parties

Third-party Resources | Services provided by third-party entities at more attractive conditions than the rest of the market. This relationship may take form of:

> Mutual Benefit Partnership: The brand partner offers discounts to be used by Move’s clients and in return Move is responsible for promoting the brand

among their own customers. Win-win situation, based on a joint negotiation of terms with the brand and without requiring a monetary transaction.

> Voucher Intermediary Model: Through an intermediary, Move buys digital vouchers to offer its clients, with discounts to be used in a specific brand. As

there is no direct contact among both firms it is a faster process, but there is no room for negotiation and requires a financial expenditure.

> Direct Financial Partnership: Move offers its clients a percentage discount, as in a monthly subscription on the partner brand’s services*. Move is

responsible to cover a residual portion of the amount offered to clients. Terms are negotiated directly with the partner.

Weeks

Unlimited

4

Please find more information on Partnership Models & Examples in the AppendixFootnote: *Illustrative example onlySource: CL Team Analysis

Figure 22: Ongoing Services

ONGOING SERVICES I Recommendations

78

The program should include ongoing holistic support through the TMP’s network of physical exercise professional, and should develop a partnership with a traditional gym to include a face-to-face component

Monitoring

SPONTANEOUS PROFESSIONAL SUPPORT | Clients should be able to

resort technical assistance from professionals who accompanied throughout the

program to clarify doubts or make necessary adjustments to the ongoing routine

Internal Resources | Leverage from the contracts with PTs exercised by the

TMP for the loose training sessions, and capitalize on the existing network of

professional Nutritionists to offer necessary support at no additional cost

Facilities

GYM SUBSCRIPTION | Clients should benefit from attractive conditions that

would favour their subscription to a gym, once it would encourage a regular

exercise practice even at the end of the 8-week program

Direct Financial Partnership | To sustain the more competitive conditions on

the trial period & lower prices, Move should cover a residual portion of

monetary amount offered

> PT | On-demand classes with a PT, upon client’s payment of

single extra classes, made directly to the professional

> Nutritionist | Spontaneous appointments to solve questions

associated with the meal plan being followed

> Motivational Support | Ongoing chat to restore motivation in

emotional lows

> Extended Trial Period | Try the partner gym for an extended

period, compared to the normal conditions offered

> Reduced Monthly Fee | Benefit from a reduced monthly fee at

the partner gym after the end of the trial period

14%*

18%*

11%*

11%*

4

Footnote: *Survey results for “Which of these services would you enjoy having including on the program, at a reduced price?”Source: Survey; CL Team Analysis

Graph 33:

Ongoing

Services

preferences


79

Content used throughout the program should be still available to clients after the 8 weeks, including other platforms’ content that must be recommended by the professionals

Support Content

ACCESS TO SUPPORT CONTENT | Customers should have access to

exercise and nutrition contents free of charge, located either in the

AtivaMente’s app or in a partner’s platforms

Internal Resources | Ensure continuous unlimited access to own content

Mutual Benefit Partnership | Develop a mutual promotion-based relationship

with a free database provider on nutritional content

Nutritious Food

NETWORK OF PARTNER FOOD BRANDS | Clients should be given

vouchers with discounts to be used either on physical shops or online stores,

as an added tool and incentive to create healthy and nutritious routines

Voucher Intermediary Model and/or Mutual Benefit Partnership | To distribute

discount vouchers to clients, acquire them through an intermediary or directly

assess with the brand, if not included on an ecosystem or interested in partnering

> Exercise Content | Access (internally developed) on-demand

library of classes on different modalities, to ensure the possibility

of a diversified routine, and single exercise exemplifications to

support on independent practices

> Nutrition Content | Access to nutrition content such as healthy

recipes, weekly menus, and shopping list

> Organic/Healthy Supermarkets | Voucher with percentage

discounts or monetary amounts** to be enjoyed in physical stores

> Nutritional Supplements | Promotional codes to enjoy from

percentage discounts in online purchases on partner brands

> Weekly Fresh Products Box | Discount on monthly

subscription fees of weekly fruit and vegetables box supplier

10%*

13%*11%*

4


Graph 34:

Ongoing

Services

preferences

Footnote: *Survey results for “Which of these services would you enjoy having including on the program, at a reduced price?” **E.g.: 5€ in purchases above 20€


80

To ensure customer satisfaction and alignment of expectations, the insurance company should give clients the possibility to resort to multidisciplinary services, even after the end of the 8-week program

GOAL I To assure clients a constant professional and emotional support and incentive long-term changes of habits, integrated services of multiple sectors that are

connected to a healthier and active lifestyle, while overcoming motivational and time constraints

WHY?

The vision being promote lies on long-lasting

changes on behaviour and lifestyle

> Goal of the program is to fight sedentarism

by changing habits, so ultimately health is

generated in the long-term

But… the program lasts 8 weeks

> Potential customers stated continuity of the

program would be a determining factor

influencing their decision

HOW?

Grant ongoing support by capitalizing on internal resources

> TMP’s network of professionals on the program

should be available to be further contacted by clients

and content should be unlimitedly accessible

Offer benefits on holistic services from external partners

> Financial terms should be established with a gym

> Mutual benefit partnerships should be developed with

established nutrition content creators & distributors

> With food nutritious suppliers, format of the relationship

should be assessed depending on the brand

WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

Launch of complete ecosystem of

ongoing services

Launch of First Ongoing Services

Continuous Negotiation

Closing Contracts & Negotiation

Initial Approach & Negotiation

1st Q

4

Source: CL Team Analysis Footnote: *Further partner proposal in the Partnerships Recommendation

PROMOTION | Recommendations

81

An efficient communication must focus on retaining and encouraging current customers to sign up for the program, while capturing new potential clients by creating brand and service awareness

Personalised marketing experiences for known customers | By leveraging

on client data, the insurer can customize and segment properly its message.

> High open rates**, but focus on communicating relevant personalised

content among the current clients’ database

Other digital channels to reach unknown customers | Seeks conversion of

current non-customers, however potential, either by paid or organic channels.

> Higher reach and therefore more efficient in creating awareness, but harder

to include call to action features and turn potential into actual clients

Communication Strategy* | Customer engagement is efficiently achieved by combining personalization and digital marketing strategies

E-mail Marketing & SMS Marketing

Move already owns a detailed client database and stated these two

channels have shown large success and satisfaction rates internally

In accordance to target group preferences: at least 2 in 5 from Gen X,

and 1 in 3 Millennials, read e-mail newsletters & campaigns1

Social Media Marketing

The insurer is already present on social media, through the mother-brand

More than 30% of Gen X and Millennials use social media to discover

new brands and, 65% and 57% respectively, perceive it as a channel to

interact with them2

As social media is a tool to create awareness and the insurer has

evidence E-mail and SMS marketing are effective among clients

To promote new program and

capture new potential clients

Social media communication should be undertaken,

while capitalizing on the current channels

5

Footnote: *Low budget for promotion; **38% open rate for e-mail advertising in the insurance industrySource: BCG; 1Statista; 2Global Web Index


82

Move should develop content in line with engagement methods of each communication channel, and follow a promotion plan to organize internal content production & distribution

5

SMS

> Communicate

short & direct text

> Avoid invasive

communication

Social Media (focus on reinforcing social media presence & reach, while promoting AtivaMente)

> Raise brand awareness through social media influencing (leveraging on the current Move’s

influencers partnerships) & partner brands’ accounts.

> Increase engagement through ongoing communication in form of iterative posts with short and

direct descriptions & by diversifying content and creating initiatives to directly contact with followers.

Further Research*

Please find more information on Promotion Illustrative Examples in the AppendixFootnote: *Marketing Plan was initially out of scopeSource: CL Team Analysis

E-mail

> Turn descriptive text more attractive

with visual support

> Increase engagement through

periodical newsletter (upon consent)

PRE-LAUNCH

Teasers with informative content to start

making people understand the benefits and

recognize the need to change & promote

Move’s proactive action on prevention.

LAUNCH

Promote the program: advertise main features

being offered and the focus on life-changing

habits with an ongoing professional support

and holistic network of partners.

ONGOING

Multiple content types, as real-life testimonies,

informative content with in-hand tips, new classes or

recipes uploads’ announcements, live Q&A with

fitness & health professionals and weekly challenges.

Message

& Type of

Content

E-mail Social Media Post E-mail Social Media PostSMS E-mail Newsletter Social Media Posts

Ongoing KPI measurement to evaluate efficiency of promotion activities & alignment with target audience

Cross-channels: Boost viewers conversion into actual customers by including call to action features (E.g. TMP’s link), whenever possible.

Should Do’s by Communication Channel

Time


83

Companies informed of the benefits a regular practice of physical exercise may bring to the workspace would be more willing to aspire an environment where people feel motivated to incorporate an active routine

As there is positive impact of physical exercise on productivity

and employees feel pressured or enable to create routines

To assure the necessary conditions

to create healthier lifestyle habits

Awareness initiatives should be launched towards

TM Group policy clients, inspiring adjustments

Interviews with Personas unrevealed intrinsic barriers linked to work environment & conditions

Feeling of Guilt | Weight in consciousness (E.g. backlog of work) and misinterpretation by third parties

(E.g. colleagues) for leaving work to exercise as constant and emotional obstacles, difficult to overcome.

Incompatibility with Working Schedules | Lack of time commonly derives from unexpected extended

working hours with meetings or deadlines, hampering the creation of routines.

Cognitive work-related benefits of exercise

Physical Exercise and Work Environment | There are mutual benefits on a regular exercise practice among employees – besides positive impact on health &

wellbeing, it increases productivity. Employees tend to have incentives aligned with companies they identify with and Wellbeing strategies foster this perception.

TM Group Policies are highly representative in Move’s customer portfolio and level of WLP’s usage by these clients suggests interest in improving

physical exercise habits

53% of Move’s customers are under a TM Group policy 49% of clients resorting to WLP belong to a TM Group policy

5

Source: Harvard Business Review; International Journal of Workplace Health Management

> Improved work-based

relationships

> Higher performance

> More resilience to stress

> Better concentration &

time management

> Higher satisfaction at

the end of the day

Graph 35: TM Group policy portion of Move’s client base Graph 36: TM Group policy portion of WLP subscription


84

Investing in a transformational communication towards Group policies would assure more incentives would be created for employees to participate in the program AtivaMente and it would be a fit with the insurer

Employers Employees

Corporate Wellbeing Initiatives | Strategy towards TM Group clients should go beyond solely communicating the new program, but rather firstly focus on a

raising awareness opportunity to solve potential customers’ pains and ensure higher future efficiency in complying with the program and sustain new long-term

habits.

> Awareness initiatives | Organization of webinars to discuss the

necessity in incentivizing employees to practice exercise regularly,

bearing in mind the positive consequences it has on the personal and

professional sphere, as well as share of in-hands recommendations on

how to implement changes on the company.

> Awareness communication | Develop informative content to be

shared internally to employees.

> Specific content for the workplace1 | Share tailored content to

incorporate daily at the workplace in form of baby steps to fight

sedentary routines (E.g. 5-minute stretch between meetings).

5

Educate on the mutual benefit to employers and employees arising from

regular exercise habits, and encourage employers to develop a

supportive environment, overcoming current concerns on time

management and unfavourable and judgemental inter-employee setting.

Joint forces with the expected proactive position of the aware employers

to communicate physical exercise’s importance & multidimensional

impact, while actively promoting the program and incentivize

subscriptions.

Goal

Target

How?

Source: International Journal of Workplace Health Management; CL Team Analysis Please find more information on Promotion Illustrative Examples in the Appendix

PROMOTION I Recommendations

85

The promotion strategy aims to engage current clients and motivate them to subscribe the new program, while attracting new ones to Move’s customer base, due to their proactive and health promoter approach

GOAL I Through a low-cost promotion strategy, incentivize Move’s clients to sign in for the physical exercise program, while creating brand awareness to attract

new potential customers. Regarding the TM Group policy clients, capitalize on the relationship to raise awareness.

WHY?

Move seeks to improve clients’ health through

the physical exercise program and capture

new clients

But… Existing clients need to be aware of the

initiative and potential customers need to

know about Move and its alignment of

incentives with clients.

HOW?

SMS & E-mail Marketing

> Leverage on the current data base to communicate the

new program to Move’s clients

Social Media Marketing

> Attract new potential clients by capitalizing on the

social media presence to create brand awareness

Corporate Wellbeing Initiatives

> Awareness initiatives on positive impact of physical

exercise on personal well-being and workplace

WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

Launch of Corporate Wellbeing

Initiatives* & Ongoing Communication

Launch Communication

Ongoing Communication

Prepare Corporate Initiatives

Teasers

1st Q

5


PARTNERSHIPS | Recommendations

86

Partnerships, through the aforementioned models, with established players in different sectors can accelerate the set-up stage of the program, instead of developing organically, and provide important value for ongoing services

Partner as External Resources | Provide services within the program

> Infrastructure: considering an alternative, more user-friendly and interactive platform for clients to access content and contact the assigned staff

> Content: specialized and renowned players in the exercise and nutrition industries to provide adequate content aligned with the program objectives

Partner for External Services | Provide ongoing services. Integration with the Gamification Platform is essential for strategy alignment

> Gyms and Studios (Facilities): Promote long-term commitment to a healthy exercise routine

> Organic and Healthy Supermarkets: Provide food and meals aligned with the nutritionist recommendations

> Nutrition Supplements: Help achieve specific client objectives

Partner Selection | Strategic partners with fit with Move under the physical exercise & nutrition scope based on benchmarking, criteria analysis, and scheduled demos

As partnerships have shown to be effective in sharing know-how,

increasing brand awareness, and value from extended services

To fasten the set-up process of the

program and offer more services

Partnerships should be made with players of

various areas that the program wants to offer

6



87

After a benchmark phase and assisting to different demos, we recommend OnVirtualGym as the infrastructure provider in the digital area, while capitalizing on existing partnerships for content

Infrastructure Content

OnVirtualGym

> Access to workout and meal plans

> Schedule appointments and workout sessions

> Integrated chat between Staff and Client

Financially accessible

High personalization and own branding

National partner

Telemedicine Platform Partner

> Specialized in remote medicine

> Infrastructure to conduct online appointments

> Global company with shared know-how

Long-term partner

Ongoing projects in the area

Eagerness to collaborate

Others

Capitalize on already made

content of other partners

Exercise

> Bank of 3D images

exemplifying exercises

Nutrition*

> Bank of recipes and healthy

meals

6

Footnote: *Illustrative example onlySource: CL Team Analysis


88

Capillarity and easiness of partnerships are the biggest factors for the recommendation of Fitness Hut, Celeiro, Prozis and Prove as potential strategic ongoing partners

6

Please find more information on Partners Hypothesis in the Appendix

Ongoing Services

Area Facilities Nutritious Food

Service GYM ORGANIC SUPERMARKETS NUTRITIONAL SUPPLEMENTS WEEKLY BOX

Model Direct Financial Partnership Voucher Intermediary Mutual Promotion Mutual Promotion

Partner Recommendation

Characteristics

> Health-club approach

> Diversity of group classes

> Conveniency

> Healthy food

> Nutritional value displayed

> Prepped meals

> Healthy snacks

> Sports nutrition

> Weight-loss nutrients

> Time-saving basket delivery

> 100% organic

> Promotes local commerce

Selection criteria

Most # of gyms

Most # of locations

Positive previous contact

with Move to negotiate

Most # of stores

Most # of locations

Already a Gamification

Platform partner

Large supermarket presence

High brand awareness

Receptive to partnerships for

online channels

Nationwide delivery

Accessible price

Partnership oriented and

incentive alignment


PARTNERSHIPS I Recommendations

89

To ensure optimal partnership development, the company should prioritize well-know, trusted partners that are nationally widespread and eager to join the project

GOAL I Develop ongoing partnerships with established players of the various areas that the program includes, with partners as external resources to provide

internal aspects of the program and partnerships for external services to allow for more and better ongoing services for the clients

WHY?

> New program includes more features and

services

> Need to reformulate the workflow blueprint

But the company goals for the release are not

possible with only internal development

> No know-how

> No infrastructures

> Few time to implement changes

HOW? WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

App Launch

First partnerships and Launch

Establish Partnerships

New partnership development

Infrastructure partnership definition

Partnerships screening

1st Q

For Internal Changes

> Regarding Infrastructure of the digital platforms and to

develop exercise and nutrition content

For Ongoing Services

> Gyms to promote prolonged workout routines

> Organic Supermarkets to promote healthier nutrition

> Nutritional Supplements for clients objective

> Weekly Boxes to smoothen clients routines

6


FINANCIAL SCREENING | Recommendations

90

To tackle the soaring cost of the program’s full version, three plans inspired in the freemium model are recommended, lowering Move’s losses while still being aligned with its tradition

CORE

1x PT

3x Nutritionist

0€PLUS

3x PT

3x Nutritionist

30€PREMIUM

5x PT

3x Nutritionist

45€

Key Takeaways

> Move traditionally offers these additional

prevention services (HLPS) for free

> Full version of the program would include 5 PT

sessions

Assumptions

> Annual users’ growth of 20%, 30% e 5% for

2021 to 2023 respectively

> Each PT session costs 20€, according to a

benchmark of 10-30€/virtual session

Evaluation

> Move does not have budget to support the

annual cost of offering 5 free PT sessions per

program for the estimated demand by clients

3 different plans for users to choose from

> Mitigates CORE losses by offering paid programs

> Still offering a free version aligned with Insurers tradition

> Test the program with the CORE version for 2021

As with the key takeaways, the program would not make for a

financially viable offer and a different approach could be taken

To reduce total annual losses with

the program offered

Freemium inspired approach with one free, basic

plan and 2 paid versions to compensate the costs

7

3 SUBSCRIPTION PLANS | Strategic alignment with Move’s traditional offer on prevention, while attenuating losses from AtivaMente’s CORE plan offer


LOW BUGDET AND HIGH COST STRUCTURE

> Offering 5 PT sessions for program would imply considerable high growing costs across the years

> Although Move traditionally offers its prevention services for free, additional more complete paid plans will be offered to mitigate CORE’s plan losses


91

Reformulating the Weight Loss Program with the CORE plan will have an acceptable cost for 2021, and also for the years after if it remains the only plan offered for the forecasted number of clients

Recommendation | CORE Plan

Launch Date | In April 2021, to test

program’s adhesion, while leveraging

from demand’s peak before summer

Annual Users Growth | 20%, 30% e

5% for 2021 to 2023 respectively, with

growth peaks in launch years

CORE Adhesion | Every client uses

the CORE plan

PT Classes Duration | 45-minute

sessions and 15 minutes for back office

PT Session Cost | 20€, according to

the benchmark of 10-30€/virtual

session

Other Costs | PT coordinator;

AtivaMente app monthly fee included

0€

88k €

148k € 155k €

2021 2022 2023

[1,5* – 4,0] FTEs

1x PT

3x Nutritionist

CORE

Contents

Ongoing Services

7

Graph 37: Yearly losses

with only the CORE plan

2021 2022 2023

Projected Cost (€)

404k 701k 737k

Footnote: *When demand does not require one FTE, part-time regime should be consideredSource: CL Team Analysis

Underlying Assumptions

Table 13:Project Costs

Next Steps & Further Research since financial analysis and pricing was out of

scope…

> Forecast user growth for PLUS and PREMIUM paid plans

> Detailed analysis of offer and pricing, with further surveys inquiring potential clients’

interest in these programs and availability to pay

> Model the pricing strategy to the client, including Move’s subsidisation

> Explore PT contract alternatives, such as recruiting PTs with full-time contracts

(~11€/session) and/or newly graduated FMH students

> Explore gym partnerships, for possibly leveraging from gyms’ facilities


92

We recommend launching the two paid versions of the program after a careful evaluation of the performance of the CORE option in 2021 and the series of steps enlisted below

Evaluate the PLUS and PREMIUM plans for 2022

7

30€

3x PT

3x Nutritionist

PLUS

Contents

Ongoing Services

45€

5x PT

3x Nutritionist

PREMIUM

Contents

Ongoing Services

FREEMIUM INSPIRATION | Beyond offering the free CORE plan

to attract light users, the paid plans aim at offering clients an

additional and more complete service in exchange of a

competitive extra-cost



93

AtivaMente’s pricing aims at attracting light users to combat sedentarism, being based on competition and on Move’s preventive services prices

0€ 30€ 45€CORE PLUS PREMIUM

PT Sessions 1 3 5

€/Session Free 10€ 9€

€/Paid Session Free 15€ 11,25€

COMPETITION-DRIVEN PRICING

> Pricing based on competition, but not necessarily the same

> Variables influencing market price: sessions duration (20, 45 and 60

minutes); frequency/fixed cost; equipment; complementary services

CONSUMERS’ WILLINGNESS TO PAY

> Clients’ perceived value of the

AtivaMente Program was not evaluated,

thus it requires further research

PRICING APPROACH | Since pricing was out of scope, the price setting is illustrative and requires further research. The price setting departed from

competition and was aligned with Move’s pricing strategy on complementary prevention services: free (CORE plan). PLUS and PREMIUM plans aimed at

lessening losses, while offering competitive solutions to clients, even if not at a profitable price

1:1 Sessions** Price Range

Virtual PT 10-30€

On-site PT 20-50€

At Home PT 25-50€

PT + Nutritionist 30-70€

> Continue offering free and competitive-price preventive services

> Penetrate and attract light users to combat sedentarism and promote

active and healthy lifestyles, aligned with Move’s prevention strategy

> Move can afford prices without margin as AtivaMente is an additional

service to health insurance and other products make up for the lossPR

ICIN

G S

UG

GE

ST

ION

Footnote: *Pricing was out of scope of the project; **60-minute sessions

7

Further Research*


Table 14: PT price ranges

Assumptions


94

Through a quick financial screening and with some simplified assumptions, the viability of the paid programs was confirmed, with only a 9% increase in losses in 2021 and 2022 compared with just the CORE plan

2021 2022 2023CORE 100% 50% 40%PLUS 0% 30% 35%

PREMIUM 0% 20% 25%

> Same client growth for each year

(20%, 30% and 5%) regardless of

price sensitivity

> Plan distribution: 2020 with only the CORE version,

2021 release of the PLUS and PREMIUM plans, 2022

program credibility increases paid programs share

Hybrid solution: Combine full-time staff hires and freelance PT’s

> [4 – 13] FTEs and 78% decrease in losses for the 3

years when compared to the initial full program costs

> Hire 4 full-time PT’s to cover minimum required sessions

(benchmark PT monthly salary: 1728,5€)

> Remaining sessions with freelance PT’s paid per session

(benchmark 15-25€ / virtual session)

€67k

€158k

€173k

2020 2021 2022

Sensitivity Analysis

> Lowering the cost from 20€/session to 15€ could

lower the annual costs as much as 25% in 2021

7

Further Research*

Graph 38: Yearly losses with Hybrid

Solution

Footnote: *Plan distribution was simplified and as mentioned requires further research Source: CL Team Analysis

Figure 23: Estimation of PT costs

Table 15: Plan Distribution

Please find more information on Financial Analysis in the Appendix

FINANCIAL SCREENING I Recommendations

95

To ensure optimal financial viability, a 3-plan program should be offered, a quick financial screening was done to confirm the hypothesis, but further analysis should be made regarding the pricing of the two paid plans

GOAL I Develop a pricing strategy that allows for Move to offer an appealing program for it’s clients, knowing that the program is expected to give financial losses

(since it is an “investment” on prevention) with a free or competitive price aligned with Move tradition, while also trying to mitigate losses for Move.

WHY?

> Move as a tradition of offering this kind of

complementary services for free

> Full program consists of 5 PT sessions

But it’s not financially viable to launch the full

program for free

> Increase in number of clients

> No profits associated

> Higher costs per program

HOW? WHEN?

2021

2022

1st Q

2nd Q

3rd Q

4th Q

Plus and Premium plan Launch

Freemium Plan

Core plan analysis

Adjusted Forecast

Forecast

1st Q

1 free, CORE plan

> Includes only 1 PT session + 3 Nutritionist sessions

2 paid plans, PLUS and PREMIUM

> PLUS plan includes 3 PT sessions + 3 Nutritionist

sessions for a 30€ total

> PREMIUM plan includes 5 PT sessions + 3

Nutritionist sessions for a 45€ total

All include exercise/nutrition content + app access

7

Program Launch with Core plan


The roadmap was designed to launch the two AtivaMente’s versions just before the peak demand periods

IMPLEMENTATION ROADMAP | Recommendations

96

2021 2022

1st Q 2nd Q 3rd Q 4th Q 1st Q 2nd Q

PHASE 1 | Weight Loss Program Reformulation

Negotiation with TMP

Hiring PTs & Team Organization

Onboarding, Content & Monitoring

Wellbeing Coach Pilot

Marketing & Communication

PHASE 2 | App AtivaMente & Wellbeing Coach

Integration with current Move Apps & Platforms

Development App AtivaMente

Preparation Live Classes & Nutritional Content

Wellbeing Coaches Training

Establishing Partnerships

Pilot App AtivaMente


PHASE 3 | Corporate Promotion


Initiatives Organization

AtivaMente: CORE Plan AtivaMente 2.0: PLUS and PREMIUM Plans

Please find more information on Roadmap Detailed Breakdown in the Appendix

Table 16: Roadmap for Implementation


RISKS, LIMITATIONS & FURTHER RESEARCH | Recommendations

97

Below are enlisted the main risks associated with the recommendations, as well as potential challenges for the overall project

Theme Description Causes Likelihood Impact Potential Reaction

General

Project

Planning MistakeIncorrect forecast of time required to complete or

implement each step of the recommendations

Re-plan and adapt roadmap deadlines,

postpone implementation or launch dates

Decision Delay

Ongoing COVID-19 situation with remote work hinders

the decision and implementation process of

administrative employees

Postpone implementation of the presented

recommendations to a more stable period

Unfeasible

Recommendation

Recommendation cannot be followed due to operational

restrictions (E.g. logistics, capacity…)

Adapt or better plan recommendation to be

aligned with identified restrictions

Limited

Information

Restricted information either due to limited sources or

due to students being external consultants without

permission to access all client information may result in

inaccurate conclusions

Audit the feedback processes, continuity of

the project, and internal analysis

KPI DevelopmentDefine and develop relevant KPI’s and metrics to

correctly evaluate the program performanceLiterature Review and further investigation

IT

Technicalities

Necessary requirements to develop and adjust the TMP

such as on-boarding, follow up-mechanisms, and low

timing precision can have an impact on implementation

Meetings with TMP representatives to

determine next-steps, audit the various

processes involved

Low Medium High

Table 17a : Risks, Limitations & Further Research


RISKS, LIMITATIONS & FURTHER RESEARCH | Recommendations

98

Besides general risks, the remaining are mostly focused on initially out-of-scope topics that require further development

Theme Description Causes Likelihood Impact Potential Reaction

Program

Duration

Incorrect evaluation of customer preferences after the

survey and interviews

Re-evaluation, further interviews with

experts, focus groups

Low EngagementSocial media strategies do not have the expected trigger

and impact on clients

Adapt content to be more suitable for

desired consumers

Unimpactful

Communication

Low communication budget results on low customer

engagement of posted content

Selectiveness of content to make better

use of resources and increase awareness

Partnership

Negotiation

Out-of-scope to contact the suggested partners, the

negotiation terms suggested in first place may not be

viable with the chosen partners since there was no direct

analysis, only a fit with Move

Schedule meetings, detailed analysis of

terms and conditions, and definition of the

model for each partnership

High Costs

Supported costs by Move greater than expected from

changes in variables (E.g. total clients, cost per

session…)

Limit number of clients, renegotiate

contracts, change charged price or re-plan

strategy

Incorrect

Pricing

Low growth in paid plans as price is not seen as

competitive by customers even after presented next

steps for the recommendation

Further Pricing analysis and re-pricing, re-

evaluate Move’s subsidization

Medium High

Table 17b : Risks, Limitations & Further Research

1

7

6

5

LowSource: CL Team Analysis

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https://www.ft.com/content/4c0d3ba4-8ddf-11e9-a1c1-51bf8f989972

https://urbansportsclub.com/pt

https://support.google.com/youtube/answer/2797466?hl=pt-PT

108

APPENDIX

2 Benchmark on Physical Exercise

1 Physical Exercise Market Diagnosis

3 Benchmark & Mystery Client on Nutrition

4 HLPS & WLP Analysis

8 Hypothesis Testing

7 Workshops Output

9 Survey

10 Recommendations

5 In-Depth Interviews Output

APPENDIX AGENDA

6 Personas

11 Roadmap

GYM MARKET | Appendix: Physical Exercise Market Diagnosis

111

Up until the COVID-19, traditional gyms showcased irregular growth, due to the rising competition faced within the physical exercise market

Growth in the Number of Members Revenue Growth

* 2020 pre-COVID-19 data

Europe

0,0%2,5%5,0%7,5%

10,0%12,5%15,0%17,5%

2018 2019 20200,00%

5,00%

10,00%

15,00%

20,00%

25,00%

2018 2019 2020

Growth in the Number of Clubs

0%

2%

4%

6%

8%

10%

12%

2018 2019 2020

Evolution of the Affiliation Rate

35,00

36,00

37,00

38,00

39,00

40,00

41,00

42,00

2017 2018 2019

Mon

thly

fee

(€)

Portugal

Europe

Portugal

Europe

Portugal

Europe

Portugal

Source: AGAP, Deloitte

GYM MARKET | Appendix: Physical Exercise Market Diagnosis

112

The gym market in Portugal remains quite concentrated in 3 main players, when considering market share in both gyms and customers

Market Share in Gyms - Portugal Market Share in Customers - Portugal

61000

142000

60000 # Solinca clients

# Fitness Hutclients

# Holmes Placeclients

93,36%

6,64%

Others

MarketLeaders

48,70%

51,30%MarketLeaders

Others

20

32

21# Solinca gyms

# Fitness Hutgyms

# Holmes Placegyms

TECNOLOGY SEGMENT | Appendix: Physical Exercise Market Diagnosis

113

The technology fitness sector showcases positive growth rates, demonstrating consumer’s increasing interest in technology incorporation in their fitness routines

Growth in the Number of Users Fitness Apps

0%

5%

10%

15%

20%

25%

2018 2019 2020 2021 2022 2023

Growth in the Number of Wearables Users

-10%

-5%

0%

5%

10%

15%

20%

25%

2018 2019 2020 2021 2022 2023

CAGR | 8,65%

CAGR | 7,7%

CAGR | 1,56%

CAGR | 1,02%

Growth of Fitness Apps Industry Revenue

0%

5%

10%

15%

20%

25%

30%

35%

2018 2019 2020 2021 2022 2023

CAGR | 14,23%

CAGR | 12,25%

Wearables Sector Revenue Growth

-10%-5%0%5%

10%15%20%25%30%

2018 2019 2020 2021 2022 2023

CAGR | 3,21%

CAGR | 4,32%

Source: Statista

Portugal

Europe

Portugal

Europe

Portugal

Europe

Portugal

Europe






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

PHYSICAL EXERCISE BENCHMARK METHODOLOGY | Appendix: Benchmark on Physical Exercise

115

Different selection criteria was considered to analyse each physical exercise offer category, in order to pick 5 players as best practices and for a detailed analysisPhysical Exercise Benchmark (I/II)

Offer Categories Selection Criteria

For DetailedAnalysis

+25 Physical

Gyms

Satisfaction Index | The Satisfaction Index from Portal da Queixa was used as a proxy to understand customer experience in each

physical gym. It allows the gyms’ comparison, as it objectively assesses the positive/negative interaction with clients in a 0-100 scale.

Price/Quality | Physical Gyms were categorized in 3 classes: low-cost, standard, and premium. For each class, every physical gym

price/quality was computed, according to its monthly subscription, class and satisfaction index. In other words, for instance, low-cost

gyms had to have an index greater than 70 and prices between 15 and 23€.

Wellness Services | To analyse the physical gyms’ holistic offer, the team mapped the different wellness services offered for each gym.

Wellness services comprise fitness (core), mindfulness, nutrition, coaching, and physiotherapy.

5 Physical Gyms

+100 Apps

Category | App classification according to its core: Workout; Nutrition; Tracking. For analysis purposes, the focus was on Workout.

Key Features | Evaluation of 9 main features valued by workout apps’ users: personalised workout; progress tracking; video & voice

guidance; connectivity; community; mindfulness; live streaming; reminders; nutrition. 0-5 score for each app according to the features offer.

Popularity | Google Play worldwide rating (0-5) and number of reviews were considered as a proxy with different weights - 90% and

10% respectively.

Brand Recognition | App recognition was assessed through the endorsement of well established sport brands, such as Nike, Les Mills,

Adidas and Puma. 0-5 score for each app according to endorsements.

5 Apps

PHYSICAL EXERCISE BENCHMARK METHODOLOGY | Appendix: Benchmark on Physical Exercise

116

Different selection criteria was considered to analyse each physical exercise offer category, in order to pick 5 players as best practices and for a detailed analysisPhysical Exercise Benchmark (II/II)

Offer Categories Selection Criteria

For DetailAnalysis

+20 Online Gyms

Price | New online gym players are emerging with high-end equipment acquisition requirements (E.g. Mirror). Others with price

>1000€/annual (equipment included) were disregarded for not fitting Move’s context.

National Presence | Online Gyms present in Portugal were preferable for partnerships and implementation purposes.

Disruption | Despite the annual subscription >1000€ (equipment included), Peloton was analysed as a representant of new emerging

players and for also offering a complementary streaming fitness service.

5 Online Gyms

+20 Social Media

Popularity | Number of subscribers on YouTube were used as a proxy for popularity, adjusted to the number of users in Portugal.

Diversity | To evaluate the YouTube channels and other social media profiles contents, the content publishing frequency and the

different modalities/physical exercise type offer was analysed.

National Presence | In order to understand the Portuguese users preferences and needs, one Portuguese channel was selected.

5 Channels

+20 PTs

National Presence | Only Portuguese speakers were considered, since they reflect and address the Portuguese market preferences

and trends.

Popularity | Number of followers on Instagram and YouTube were used as a proxy for Personal Trainers’ popularity, adjusted to the

number of users of these platforms in Portugal.

5 PTs

POSITIONING OF STAKEHOLDERS | Appendix: Benchmark on Physical Exercise

117

The digital channel has grown with the emergence of new players and with the evolution of gyms, which continue to be the main promoters of a holistic experience

Modern Customer Requirements versus Stakeholder Positioning

CUSTOMISATION ALL-IN-ONE DIGITALCUSTOMER REQUIREMENTS

Apps, Social Media and Online Gyms

Great growth and adoption in 10 years

Gyms Increasingly including nutrition & wellness services

Took the digital leap with COVID-19

New players are entering the market combining extended offering, wellness services, exercise and lifestyle monitoring wearables, and digital channels

New Business Models & Big Tech

Nutrition & InsurerBet on the digital channel focused on remote nutrition

Partnership networks and marketplaces (Médis) emerging

PTs are still perceived as a premium service

Nutrition consultations are traditionally 1:1

PHYSICAL GYMMain Features

CategorizationPremium

60,5€Standard

39,9€Low-cost

26,4€Low-cost

19,9€Low-cost

15,4€

Facilities (#Gyms) 21 22 44 13 19

Modalities

Complementary Services

Online Features App Online Gym App Online Gym Online Gym

Differentiating FactorCross Excellence to

Services Diversity of Services Network Variety of Lessons Pay per Use

PHYSICAL GYM | Appendix: Benchmark on Physical Exercise

118

The traditional business model progressively offers more complementary services to exercise, such as nutrition and mindful movement, approaching an all-in-one experience

Fitness Mindful Combat Fitness Mindful Combat Fitness Mindful Combat Fitness Mindful Combat Fitness Mindful Combat

Nutrition Physicaltherapy

Spa Nutrition Physicaltherapy

Spa Nutrição Physicaltherapy

Spa Nutrition Fisioterapia Spa Nutrition Physicaltherapy

Spa

APPSMain Features

Sweat Les Mills on Demand BetterMe Workout for Women Nike raining

Subscription Model 19,99$/Month 14,99$/Month 6,99$/Month 4,99$/Month Free

Downloads & Rating1 5M4,6

100k4,7

10M4,2

1M4,8

10M4,0

PositioningWomen

Fitness EnthusiastsFocus on physical &

mental well-beingWomen

Focus on Full Body Training

Features

Complementary Services

Differentiating Factor PT's known worldwideTrademark fitness

programs PT Online Via ChatShort & Intensive

Workouts Free Access

FITNESS APPS | Appendix: Benchmark on Physical Exercise

Source: SimilarWeb 119

Apps encourage regular exercise through customizable offers and complementary services, with the ability to monitor activity and progress

MindfulNutrition MindfulNutritionMindfulNutrition MindfulNutritionMindfulNutrition

Progress ConnectivityCommunity Progress ConnectivityCommunity Progress ConnectivityCommunity Progress ConnectivityCommunity Progress ConnectivityCommunity

1Global downloads through Google Play

Subscription Model19,99$/Month

FITNESS APPS: SWEAT | Appendix: Benchmark on Physical Exercise

120

Sweat

5Features

4,1Popularity

4,2Total Score

2,5Reputation

Scoring

Description

> #1 fitness app for women

> Fitness Tracker - Fitness and Workout Schedule

> Schedule that makes it easy to schedule weekly workouts

> 28-minute workouts with the use of little equipment

> Hundreds of recipes and nutritional education

> Weekly progress monitoring

> Participation in global women's fitness challenges

Features

Screenshots

ProgressTracking

VideoOrientation

Connectivity Social Community

Mindfulness Live Streaming Reminders Nutrition

PersonalizedTraining


FITNESS APPS: LES MILS ON DEMAND | Appendix: Benchmark on Physical Exercise

121

Les Mills On Demand

3,8Features

4,2Popularity

3,6Total Score

2,5Reputation

Scoring

Description

> Access to 12 different LES MILLS programmes> Cardio, strength, HIIT, toning flexibility - any age, fitness

level or goal

> Sessions between 30 and 55 minutes> Worldwide online community to support tips and

motivation

> New sessions added weekly to bring variety to the

workout routine

Features

Screenshots

ProgressTracking

VideoOrientation





FITNESS APPS: BETTER ME | Appendix: Benchmark on Physical Exercise

122

BetterMe

5Features

3,6Popularity

4Total Score

2,5Reputation

Scoring

Description

> Access to fitness and diet specialists

> 3,000 pages of educational content in physical form, nutrition and

weight loss

> Instructional training videos

> Smart water counter

> Daily progress charts and weight logging

> Reminders and motivational messages

Features

Screenshots

ProgressTracking

VideoOrientation





FITNESS APPS: WORKOUT FOR WOMEN | Appendix: Benchmark on Physical Exercise

123

Workout for Women

3,8Features

4,3Popularity

3,6Total Score

2,5Reputation

Scoring

Description

> 7-minute workouts

> Beginner friendly workouts easy to follow

> Workouts without equipment

> Video and voice instructions

> Apple Health integration to track workouts, calories and weigh

> Customized daily workouts

> Long-term programs created by certified PT's

Features

Screenshots

ProgressTracking

VideoOrientation




Subscription ModelFree

FITNESS APPS: NIKE TRAINING CLUB | Appendix: Benchmark on Physical Exercise

124

Nike Training Club

3,8Features

3,7Popularity

4Total Score

5Reputation

Scoring

Description

> Flexible Training Plans: Duration, Equipment, Objective Level, Muscle

> +190 Training exercises

> Sessions between 5 and 45 minutes

> Sharing workouts and achievements on social networks and Nikeplus

> Training recommendations based on recent activity

> Smart watch connectivity

Features

Screenshots

ProgressTracking

VideoOrientation




ONLINE GYM | Appendix: Benchmark on Physical Exercise

125

With the growth of digital and home fitness, online gyms are being developed that replicate the traditional experience in a fully digital format

PTNutrição Comunidade

Phone ComputerTVPhone ComputerTVPhone ComputerTVPhone ComputerTVPhone ComputerTV

PTNutrição Comunidade PTNutrição Comunidade PTNutrição Comunidade PTNutrição Comunidade

ONLINE GYMMain Features

Monthly Price 33€ 22€ 19,96€ 11,81€ 7,99€

Digital Platform

Live-Stream & On-demand+90 live

classes/month+2.700 offline classes

+60 live/day classes+600 offline classes

+250 live/month classes

+1.000 offline exercises

1 aula live/day+100 offline plans

9 live/week classes+300 offline lessons

Complementary Features

Geography/PartnershipsUS, Canada, UK,

AlemanhaGlobal

Portugal (Sonae Group)

Global Portugal/Decathlon

Differentiating FactorCult-like

environmentLeaderboards in

ClassesSingle classes

Community & Forums

Classes for Kids & Meditations

SOCIAL MEDIAMain Features Athlean-X Yoga with Adriene Popsugar Fitness Pamela Reif Dicas do Salgueiro

Subscribers 10,9M 8,47M 5,21M 4,89M 365k

Social Network Youtube Youtube Youtube Youtube Youtube

Monthly Revenues 63,6k—1M€ 4,8k-76,3k€ 39,1k-625,4k€ 100,6k-1,6M€ 58-931€

Exercise Type Toning Yoga HIIT HIIT Toning

Content 1-2x/Week 1-2x/Week 3x/Week 1x/Week 1x/Week

Differentiating FactorOvercoming Challenges

Personalization according to professions

Trend following Weekly training plansPodcast with

motivational tips

SOCIAL MEDIA | Appendix: Benchmark on Physical Exercise

Fonte: Social Blade 126

Driven by the growing importance of digital communities and influencers, the offer of exercise on social networks comes free with regular content publishing

PTMain Features Nilton Bala Nera Premium Tiago Reis Silva Paulo Teixeira Move Hiit

Price per Session N.a. 50€ 35€ 20€/Online 20€

Training Typology HIIT Funcional Fat Burn HIIT HIIT

Platforms

Differentiating Factor PT of the famous Corporate Service Focus on Weight Loss Fitness Services Pack Group Classes

PT | Appendix: Benchmark on Physical Exercise

127

PTs offer hyper-personalized workouts tailored to the customer's profile and objectives through direct interaction

OutdoorOnlineHouse Club OutdoorOnlineHouse Club OutdoorOnlineHouse Club OutdoorOnlineHouse Club OutdoorOnlineHouse Club

NEW PLAYERS: NEW BUSINESS MODELS | Appendix: Benchmark on Physical Exercise

128

Networks of holistic partners, which aim to promote services without loyalty, are the basis of the value proposition of new players, in order to offer flexibility and convenience

New business models

Urban Sports Club

> Appointments of face-to-face classes in gyms, outdoor activities, group

sports, sessions with PTs or moments of wellness (E.g. Massages,

hairdresser, sauna)

> Access to live-streaming classes

> Access to on-demand workout video library

> Subscription plan depends on credit system (12€-99€)

> Global presence

> Appointments of face-to-face classes in gyms, outdoor activities, group

sports, sessions with PTs or moments of wellness (E.g. Massages, sauna)

> Access to live-streaming classes

> Subscription plans depend on the size of the partner network (from €29-

129)

> Presence at European level

88 partners in Portugal

327 partners in Portugal

MindfulFitness Wellness DesportoMindfulFitness Wellness Desporto

Other Trackers

> Smartwatch and Fitness Trackers Physical Activity

> Own apps & exercise add-on

hardware

Apple Fitness+

> Workouts service between 5-45 minutes, with weekly content publication

NEW PLAYERS: TECH COMPANIES | Appendix: Benchmark on Physical Exercise

129

Technology companies are integrating the exercise market, notably through activity tracking apps and wearables

Tracking Comunity

8,5€/Month

Amazon Halo

> Fitness Tracker body composition, activity, sleep and voice

> Partnership with John Hancock Vitality Program

3,5€/Month

Google Fit

> App that monitors activity for a more active and healthy lifestyle

Free

Fitness Mindful

Tracking ComunityFitness Mindful

Tracking

Tracking

Tech Companies

TERMS & CONDITIONS | Appendix: Benchmark on Physical Exercise

130

Outside of the specific usage rights granted to you by NIKE in connection with the Platform, you agree not to use, copy, edit, translate, display,

distribute, download, transmit, sell, create derivative works of, or in any way exploit any Content, including User Content (unless it is your own

User Content that you legally post on the Platform), without NIKE’s prior written consent. Unauthorized use of the Content may constitute a

breach of copyright, trademark or other intellectual property laws and may subject you to criminal or civil charges and penalties.

General. Runtastic permits its Registered Users to use the offered portfolio of Runtastic Products in accordance with statutory law and these T&C,

in order to upload, save, publish, distribute, transmit, and share content with other users.

During your Subscription, we grant you a limited, non-exclusive, non-transferable, non-assignable licence to access the LMOD Service to view

Content on a streaming-only basis. Except for this licence, no right, title or interest in the Content or LMOD Service shall be transferred to

you. You must not reproduce, perform, display or exhibit the LMOD Service or the Content for any commercial purpose or in any public place.

In many countries, when a person creates an original work that is displayed in a physical medium, they automatically own the copyright to the

work. As copyright owner, the person has the exclusive right to use the work. Most of the time, only the copyright owner can authorize someone to

use the work. You can use a copyrighted work without infringing the copyright of the owner. It may be by acceptable use or by getting permission

to use someone else's content in your video.

Legal limitations may prevent the recommendation of YouTube videos and apps

Source: Nike; YouTube; Adidas; Les Mills






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

NUTRITION BENCHMARK I Appendix: Benchmark & Mystery Client on Nutrition

132

Nutritional appointments offer plans adapted to each client's objectives and routines, in a hybrid format between face-to-face/physical and digital

Offer of Nutritional Appointments – Mystery Client

Physical Consultation

StandardizedOffer

Online Consultation

PersonalizedOffer

Price1

Move’s DirectOffer

Competition

Lifesum MyFitnessPal Yazio Noom

Monthly Price 3,75€ 4,99€ 7,99€ 9,99€

Downloads &

Rating

10M

4,4

50M

4,4

10M

4,6

10M

4,4

Features

Digital

Community

Differentiating

Factor

12 Diet

Plans

Track

workouts

Fasting

Plans

1:1

coaching

Nutrition Apps Offer

Tracking

Receitas

Progresso

Workouts

Move

Footnotes: 1 Program price (appointments and gamma feed) for the first month, generally decreasing in the following months

MYSTERY CLIENTS I Appendix: Benchmark & Mystery Client on Nutrition

133

Nutritional programs vary in the integration of own products and fitness programs, however most complement the service with app monitoring

Nutrition

Main Features

Monthly Price1 615€2 477€ 340€2 24,9€Free for

CustomersFree for Members

Follow-up Biweekly Biweekly Biweekly Monthly Biweekly Monthly

Own Products

Fitness

Recommendations

App

Differentiating FactorAppointments by

DoctorsGenetic Testing

Partnership with

Gymnasium

Associate with

Insurer

Associate with

Insurer

Holistic view of

fitness

Tracking Receitas Fitness Tracking Receitas Fitness Tracking Receitas Fitness Tracking Receitas Fitness Tracking Receitas Fitness Tracking Receitas Fitness

Footnotes: 1Program price (appointments and gamma feed) for the first month, generally decreasing in the following months; 2Includes cost of recommended foods for the first month

MYSTERY CLIENT: NUTRIBALANCE I Appendix: Benchmark & Mystery Client on Nutrition

134

NutriBalance offers a weight loss program that starts with conducting a genetic test to ensure a more personalized plan

Description

Digital Support

> Availability of the recommended nutritional

plan to each client, constantly updated

> Indication of recommended foods, as well as

quantities and times

> Monitoring of results

Offer

Teleconsultations Physical ExerciseRecommendations

Associated ProductRange

> Program lasting 4.5 months with 3 more months of monitoring results

> Nutritional plan according to objectives, metabolism, routines, schedules

and genetic testing of each client

> Program conducted in person

Price

1956€/Plan 4,5 Months

180€/Genetic Test

Monitoring

12 Nutritional Appointments

1 Medical Consultation

Sector

Aesthetics & Nutrition

Focus of Intervention

Weight Loss

MYSTERY CLIENT: PRONOKAL I Appendix: Benchmark & Mystery Client on Nutrition

135

Pronokal focuses on weight loss programs with integration of its own range products and constant medical follow-up

Description

Digital Support

> Control and monitoring of progress and

results through body composition information

> Help content: recipes; fitness exercises and

recommendations

> Ordering products online

> Summary of daily tasks

Offer

> Program developed based on the customer's dietary objectives and

restrictions

> Existence of 2 large nutritional plans that undergo minor changes

> Range of own products for compulsory use

> Medical follow-up throughout the program, with prescription of tests (blood

count, glycemia, LDH, TSH, etc.)

> Recommended to do the program in person, but there is an online option

Price

565€/Initial Pack

215€/Follow-Up Pack

Monitoring

Fortnightly Early Phase

Appointments

Sector

Aesthetics & Nutrition


Weight Loss Teleconsultations Physical ExerciseRecommendations


MYSTERY CLIENT: ADVANCE CARE I Appendix: Benchmark & Mystery Client on Nutrition

136

AdvanceCare's nutritional offering is based on a 100% online format, complementing the meal plan with fitness suggestions

Description

Digital Support

> Partnership with App Nutrium

> Meal plan tracking

> Monitoring progress

> Direct contact with nutritionist

> Daily physical activity monitoring (steps and

calories)

Offer

Teleconsultations Physical ExerciseRecommendations


> Nutritional plan designed according to usual diet, goals, preferences and

physical condition

> Fitness recommendations tailored to customer objectives

> On-demand assistance by email, mobile phone or whatsapp with

designated nutritionist

> Program carried out entirely online

Price

24,9€/1 appointment

64,9€/Pack 3 appointment

Monitoring

Monthly Apppointments

Sector

Insurer


Weight Loss, Gain or Maintenance

MYSTERY CLIENT: WELL’S I Appendix: Benchmark & Mystery Client on Nutrition

137

Wells offers a customizable weight loss plan through pre-made meals and food products from the YesDietrange! or suggested recipes

Description

Digital Support

> YesDiet App! Available for customers and non-

customers

> Nutritionist's follow-up and consultation management

> Consultation of the meal plan

> Easy registration of food and water ingested and

calorie counting

> Offer of video exercises and exclusive recipes

> Awards for objectives achieved

Offer


> Customizable program with YesDiet meals! fresh or dry

> Choose from a range of suggested products or recipes, without

supplement recommendation

> Appointments can be done by different nutritionists

> Process can be performed online if preferable

> Partnership with Solinca for evaluation and development of training plan

associated with nutritional objectives

Price

10€/Follow-Up Consultation

120€/Weekly Products

Monitoring

Weekly, Fortnightly and Monthly

Appointments

Sector

Health Space


Weight Loss Teleconsultations Physical ExerciseRecommendations

MYSTERY CLIENT: MOVE I Appendix: Benchmark & Mystery Client on Nutrition

138

The Nutritional Guidance Service of TMP aims to encourage a healthy lifestyle through a 100% remote offer

Description

Digital Support

> Not supported and monitored via app

> Follow-up and follow-up via email or phone call, as 95% of first

queries require additional data and chat does not allow customization

and objectivity for better customer service

> Contact via email allows you to attach analyses and exams for

greater customisation

Offer

Physical ExerciseRecommendations


> Program lasting 2 months

> Meal plan tailored to the food needs and objectives of each client

> Fortnightly follow-up, with appointments carried out in a 100% remote

way via telephone consultation or e-mail

> Advice based on diets that are consensual within the network of

nutritionists and that have scientific basis to prove long-term healthy

results

Price

Free for Customers

Monitoring

Fortnightly

Sector

Insurer


Healthy Lifestyle Teleconsultations

MYSTERY CLIENT: FITNESS HUT I Appendix: Benchmark & Mystery Client on Nutrition

139

Description

Support Digital

> NutriHut app facilitates

monitoring of meal plan

> Notifications of meal times

> Chat with nutritionist

> Weight recording between

appointments

> MyHut app for appointment

scheduling

Offer

Physical ExerciseRecommendations


> Personalized meal plan according to objectives, preferences, schedules

and physical exercise habits

> Adjust each customer's feed to the products they usually use

> Program carried out 100% online, without the possibility of being in person

> Partnership with the BodyConcept aesthetic clinic to conduct appointments

and possible associated treatments

Price

Free for members

Monitoring

Monthly Appointments

Sector

Gym


Healthy Lifestyle Teleconsultations

Fitness Hut focuses on healthy lifestyle programs offered only to its members and in a purely remote format

NUTRITION APP: MY FITNESS PAL | Appendix: Benchmark & Mystery Client on Nutrition

140

MyFitnessPal

Description Features

Screenshots

Subscription ModelFreemium, 4,99€/mês

Barcode Scan Digital Community Connectivity

Impact

Database (Food & Recipes)11 Milhões

…

> Nutritional plan and personalized exercise

> Food (+11M) and exercises (+350) register

> Monitoring macro nutrients and calories

> Barcode scan for food registration

> Focus on weight loss

> Connectivity with more than 50 apps and device

> Monitoring progress and goals

88% of users who register for 7 days or more lose weight

- My Fitness Pal

NUTRITION APP: NOOM | Appendix: Benchmark & Mystery Client on Nutrition

141

Noom


Screenshots


Digital Community Connectivity

Impact

Database (Food & Recipes)+1000

…> Weight loss plan

> Barcode scan for registering food

> Assigning a Personal coach to customize pla

> Tips for healthy lifestyle

> Tracking through synchronization with other apps and devices

> Monitoring progress

9 out of 10 active users lose weight. On average 4.5kg in 2

months

- Noom

Barcode Scan

NUTRITION APP: YAZIO | Appendix: Benchmark & Mystery Client on Nutrition

142

Yazio


Screenshots


Digital Community Connectivity

Impact

Database (Food & Recipes)+2 Milhões

…> App for diet and weight loss, but also muscle mass gain

> Calorie, carbohydrate, protein and fat counter

> Barcode scan for food registration

> Syncing with apps and devices for monitoring

> Recipes and meal plans

More than 10 Million people have already made their resolutions

with Yazio

- Yazio

Barcode Scan

NUTRITION APP: LIFESUM | Appendix: Benchmark & Mystery Client on Nutrition

143

Lifesum


Screenshots


Connectivity

Impact

Database (Food & Recipes)+1000

…> 7-21-day meal plan with 4 pre-planned recipes per day

> Nutritious diet according to lifestyle and food preferences

> Plans to lose, maintain and gain weight

> Barcode reader to identify food

> Digital shopping list

> Syncing with apps and devices

Editor's Choice in 2019 and App of the Day in 2019, with over 45

million users

- Lifesum

Barcode Scan Digital Community






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

HLPS ANALYSIS | Appendix: HLPS & WLP

145

The HLPS clients are essentially women between the age of 31-40 searching mainly for the nutritional guidance and WLP services

Setúbal11% HLPS11% Move

Lisboa34% HLPS36% Move

51%

73% HLPSMove

Porto16% HLPS16% Move

36% HLPS21% Move

[31-40]

[41-50] 26% HLPS29% Move

28% HLPS25% Move

[18-30]

Individual40% HLPS37% Move

Group - SME11% HLPS10% Move

Group - TM49% HLPS53% Move

49%

27% HLPSMove

HLPS Client Profile

Gender Age Group Geography Policy Type

Annual Utilization Per Service

0

1000

2000

3000

4000

5000

6000

7000

8000

Orientação Nutricional Põe-te em forma Sessão Tabágica Teste de HábitosSaudáveis

2017 2018 2019 2020

-100%

0%

100%

200%

300%

1 2 3 4 5 6 7 8 9 10 11 12

2017 2018 2019

Annual Evolution of New Clients

Intense

Sedentary

Moderate

Setúbal11% WLP11% Move

Lisboa33% WLP36% Move

WEIGHT LOSS PROGRAM ANALYSIS | Appendix: HLPS & WLP

146

The WLP clients are essentially women between the age of 31-40 looking for weight loss after having already tested a variety of programs before

WLP Client Profile

51%

74% WLPMove

Porto16% WLP16% Move

36% WLP21% Move

Gender Age Group Geography

Interaction with WLP

Half of the unique HLPS clients access the WLP as their first contact

Policy Type

[31-40]

[41-50] 26% WLP29% Move

28% WLP25% Move

[18-30] Physical Activity

Individual40% WLP37% Move

Unique HLPS Customers First Interaction

51%

WLP

39%

Medical Services

10%

Other HLPS Service

Group - SME11% WLP10% Move

Group - TM49% WLP53% Move

Source: Move

WEIGHT LOSS PROGRAM ANALYSIS | Appendix: HLPS & WLP

147

The WLP counted 1265 entries between January and July 2020 with a finalized program rate of 82%, being more than half 8-week programs

Adesão ao WLP Customer Satisfaction

Unhelpful program 5%

Very useful program44%

Useful program51%

Initial BMI Weight Variation From InitialEutrophy 2%

Overweight 4%Stage 1 obesity 8%Stage 2 obesity 5%

lost on average byeach user

3,25kglose more weight thanmen(3,3 vs. 3,1kg)

Excluded8%

Unfinished Registration5%

Cancelled6%

Finalized1

82%

49% Cancellations are made within the first 2 weeks of the program

40%

36% Serious Disease

BMI<20

1265Program

Registrations Common criteria:

1Non-excluded customers who have done 4 or 8 weeks of the program without cancelling or giving up

128Final

Surveys

36% 4-week Program64% 8-week Program






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

149

Experts provided insights on the status-quo of the market and on the development of recommendations

GOAL KEY TAKEAWAYS QUOTES

Confirmation of

major trends

> Consumers have more information

on physical exercise and that

influences demands & satisfaction

> There is a shift of demand for new

modalities and a diversified training

plan

> Digital offer will not overpower the

traditional one, as people find higher

motivation in being physically present

and in the social environment or

“community feeling”, but will most

likely become a complement to it, with

more materials to workout from

home

> Although there are new goals, weight

loss is still a predominant reason

behind physical exercise

> “People are more demanding and concerned about who supports them in their practices, there

is an increase in the search for certified trainers. – Hugo (PT)

> “There are two different types of consumers: the ones with light goals, to whom digital

solutions fit perfectly, and the more demanding ones which believe it is not enough and that

communication fails, and sessions are not as effective. – Rafael (PT)

> “The emergence of technological solutions was accelerated due to the pandemic, and

players were forced to react and adapt, however, I believe it will be become a complement to

the traditional physical offer once things go back to normal. People value human contact.” –

Jorge (Gym Director)

> “The online classes and personalised 1:1 practices that came with COVID-19 offered more

conditions to work at home – the home fitness – and I believe it came to stay.” – Rafael (PT)

> “It is important to remember that, in a point of view of creating health, weight loss must not be

forgotten, once there is a large portion of the Portuguese population above 18 years old, that

suffer from excessive weight.” – Hugo (PT)

> “With the confinement a lot of people gain weight, and now an increase in demand for weight

loss. As well, people who were used to do sports and were forced to stop, suffered from higher

levels of stress, once they could not de-compressed it in the gym.” Rafael (PT)

INTERVIEWS WITH EXPERTS | Appendix: In-Depth Interviews Output

INTERVIEWS WITH EXPERTS | Appendix: In-Depth Interviews Output

150

Experts provided insights on the status-quo of the market and on the development of recommendations


Advices on how an

insurer find a place

in the physical

exercise market

> Approach well-known and

professional entities in the market

will give credibility and create

awareness, easing the change of

mindset from an “old-school” insurer

image to a proactive health provider,

and a trustworthy source of physical

exercise services

> “By partnering with established brands in the market, the insurer would be able to have a

more credible image and attract customers” – Rafael (PT)

> “Awarding clients that do not have prejudicial behaviours, such as smoking would be a start-

point for people to introduce

> “Developing relationships with professional training entities might be important to benefit

from know-how on the industry or even to develop a network of professionals to be

associated to the program.” – Pedro (Football Club Manager)

Insights and

support in

designing the

program

> Long-term changes rely largely on

a progressive plan and on a

regular follow-up, to create

motivation

> Bundling different services into

one offer will increase engagement

and lower churn rates

> “It is necessary to ensure a periodic follow-up, with the setting of small steps to

implement big changes.” – Rafael (PT)

> “By offering different stimulus to clients, with complementary services, the larger is the

engagement of the customer. (…) The more we are able to offer to the client as one single

service, the higher is the willingness to pay and the longer we are able to retain the

costumer and keep them interested and motivated.” – Rafael (PT)

> ”Consumers are looking for a complete service, where they can find interconnected

services.” – Hugo (PT)

151

Move’s collaborators contributed with ideas to reformulate the WLP and motivate clients


Insights for physical

exercise program

conceptualization

> Expand offer to new goals and

objectives, however continue offering

solutions for weight loss

> Offer tailored made exercise plans

> Develop tips to integrate active

habits on daily routine (E.g. Posture

exercises, daily steps target)

> Nutritional plan aligned with the

training plan

> Rewards for training assiduity

> User friendly app to access plans

and observe evolution

> “As people perceive the benefits of physical exercise, they attach new goals to it, beyond the

classic weight loss. Nevertheless, [the latter] should not be disregarded. – Maria João

> “It is important to have an integrated view of each client for physical exercise and nutritional

guidance. Do not only focus on weight, but also on personal context and lifestyle. – Mafalda

> “In their busy lives, people look for practical solutions to integrate into their daily life and that

can make the difference. – Paulo

> ”Individuals are increasingly concerned with nutrition (…). Provide nutritional guidance with a

meal plan aligned with the physical exercise plan. – Tânia

> ”Rewards and gamification can work as a trigger to exercise and provide the extra motivation

to outperform the goals set. – Maria João

> “In order to monitor evolution, clients can have access to their personal data, plans and progress

in a complementary App. – Francisco

Ideation for

mechanisms to

motivate clients

> Awareness-raising campaigns on

physical exercise’s impact on health

> Design evolutive and progressive

exercise plans, adjustable to clients

performance

> “Motivation has to be intrinsic (…) and for that, the first step is communicating the benefits of

physical exercise and the difference it can make in one’s life. – Maria João

> “For individuals without a regular exercise practice, it is necessary to start slowly with real and

evolving goals and targets. – Paulo

INTERNAL INTERVIEWS | Appendix: In-Depth Interviews Output

152

Active individuals gave insights on how to design a physical exercise program to build active routines


Insights for physical

exercise program

conceptualization

and construction of

active routines

> Freemium plan to create brand

recognition

> Hybrid model with virtual and

presential components

> 1:1 sessions with a Personal Trainer

> On-demand & live videos for schedule

flexibility and motivation

> Incorporate different modalities to

please different audiences

> Partnerships with wellness brands,

namely gyms

> Sync personal calendar with training

sessions slots

> Digital community with friends to

share achievements and trigger

motivation

> “Since Move does not operate in the fitness industry, its brand is not associated and

reputable as a physical exercise provider. By offering a freemium plan, clients can first test and

perceive the value of the program developed and consequently buy other features and plans. –

Teresa

> “In order to build active routines, individuals require individual monitoring to have a more

personalised experience and be educated in what concerns physical exercise – Sara

> “Clients demand schedule flexibility, but at the same time enjoy live and group classes

because of the motivator factor. The new program should offer on-demand and live classes to

meet this duality – António

> “Partnerships with gyms, in which the client has a discount in subscriptions, allows clients

to have diversified training sessions, group classes, equipment and the social component. –

Manel

> “People are constantly arguing they do not have time. The solution can be automatically

syncing the personal calendar and book training slots – Maria

> “Social communities are important as a motivation. One can share its achievements and

propose challenges, which can lead to outperformance. – António

EXTERNAL INTERVIEWS | Appendix: In-Depth Interviews Output

153

Interviewees validated personas characteristics for the development of the target client


Confirmation of

personas

characteristics

hypothesis

> 4 Generations analysed:

- Gen Z: born 1997-2004

- Millennials: born 1983-1996

- Gen X: born 1966-1982

- Baby Boomers: born 1947-1965

> Consumers are more aware of the

impact physical exercise and

proper nutrition can have on their

general wellbeing

> Weight-loss is no longer the main

goal for physical exercise. Health

reasons & stress reduction are

becoming increasingly important

> Lack of time & motivation are the

main barriers, transversal to all

generations, for physical exercise

practice

> “I did not have exercise habits strongly defined before the pandemic. But now, I try to

incorporate small exercise forms into my routine, like walking or biking to work, as it can

improve my overall wellbeing” – Daniel (The Lazy Loner)

> “I am aware that, due to my work, I spend too many hours sitting down and looking at a screen,

so I am trying to incorporate some form of exercise in my routine to counteract these

negative habits” – Margarida (The Workaholic)

> “I think it is extremely important to have a workout routine, even for mental wellbeing. Even

so, I am still trying to find one for myself” – Teresa (The Stressed-Out Mom)

> “For me it was never an esthetical matter, like weight loss. Exercise works as an escape from

work and kids, it’s “me time”, where I can fully relax and genuinely feel a positive impact,

mental and physical, afterwards” – Sara (The Stressed-Out Mom)

> “Exercise has always been a form of distraction. But more recently, it has become a prevention

mechanism for certain diseases and aging” – Manuela (The Empty Nester)

> “I am aware that I am surrounded by potential workout solutions, it is not a matter of lack of offer.

It is 100% me not finding the time to do it” – Nuno (The Maybe Tomorrow Dad)

> “For me, its definitely lack of motivation – when I finally have a second free, I do not want to go

workout” – Sara (The Stressed-Out Mom)

INTERVIEWS WITH CUSTOMER SEGMENT HYPOTHESIS | Appendix: In-Depth Interviews Output

154

Interviewees validated personas characteristics for the development of the target client


Confirmation of

personas

characteristics

hypothesis

> Nutritional care is more clear in

households with children and less

evident in earlier life stages & once the

children are independent

> Factors associated to wellbeing

were significantly similar across

generations: mental & physical care,

socialization, self & family time, and an

efficient time-management

> Factors that would trigger change,

however, varied across generations:

- Younger generations: having a formed

group to workout together

- New parents: need to loose weight

- Older generations: health reasons,

demanding a more active lifestyle

> “Since starting an independent life, cooking for myself, it has been hard to keep a healthy

nutrition. I have been accompanied by a nutritionist, and learned a lot, but for me very strict

plans do not work, I know I will eventually give up” – Margarida (The Workaholic)

> “At work is harder to eat right, but at home, with the kids, we try to cook healthy to ensure

they have a proper nutrition” – Sara (The Stressed-Out Mom)

> “I’m not very careful with what I eat, even though I know I should be. Specially after my kids

left home, it has gotten worse” – Manuela (The Empty Nester)

> “Wellbeing for me is having time to relax, with family or by myself, taking care of my mental &

physical health, and being a great worker and great mom at the same time” – Leonor (The

Stressed-Out Mom)

> “Having a group of friends to exercise regularly, like 2-3 times per week, would make it

easier” – Miguel (The Workaholic)

> “If I had another kid and couldn’t loose the pregnancy weight quickly, it would be a strong

motivational factor to workout more often”- Luísa (The Stressed-Out Mom)

> “I don’t think I was fully sedentary before, but it was the arise of diseases that made me have a

more active lifestyle, so I think that works as a trigger for change” – Helena ( The Procastinating

Mom)

INTERVIEWS WITH CUSTOMER SEGMENT HYPOTHESIS | Appendix: In-Depth Interviews Output






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

INITIAL HYPOTHESIS OF PERSONAS | Appendix: Personas

156

We developed 6 hypotheses of personas, distinguishing themselves mainly in their habits of physical exercise and nutrition, as well as their current stage on life cycle

THE LAZY LONER

Millennial

Recently living alone

Sedentary

THE WORKAHOLIC

Millennial

Living as a childless couple

Moderate

THE STRESSED-OUT

MOM

Millennial

Living with small children

Moderate

THE “MAYBE

TOMORROW” DAD

Millennial

Living with small children

Sedentary

THE PROCASTINATING MOM

Gen X

Living with adolescent/adult

children

Moderate

THE EMPTY NESTER

Baby boomer

Living alone with children

away from home

Moderate

157

THE WORKAHOLIC: JOURNEY | Appendix: Personas

João sees in exercise practice an opportunity to be with friends and disconnect from work and problems of the week, despite his poor physical form

Pre practice During practice Post-practice

Ride a motorcycle to the

Padel's clubPlay Padel with group of friends

Hang out with friends in the

enclosure after the game

Homecoming and lunch with

girlfriend's family

Disconnect from work

Time to be with friends

Balance and sanity

GAINS

Accumulated tiredness

Lack of rhythm

Go/No Go Decision

PAINS

>

>

Quality time

Group motivation

Playful activity

Stress release

Poor physical form

Comparison with friends,

who are evolving faster

>

>

Socialization

More energy

Unwind from problems

Body adore strain and

tiredness

>

>

Welfare

Relaxation

Quality time

Frustration when thinking about

work to do at night

>

>

IDEATION WS

158

THE STRESSED-OUT MOM: JOURNEY | Appendix: Personas

Marina finds empathy and a sense of achievement in her exercise practice, even though a weight on her consciousness tends to emerge


Get off work and go to the gym

near her houseTake a HIIT group class After practice, she goes home

Give the children dinner, lay them

down and then dine with husband


Time for yourself

Balance and sanity

GAINS

Weight on consciousness

Stress of leaving on time

Misinterpretation by others

Go/No Go Decision

PAINS

>

>

Quality time

Focus on activity

Empathy (eg shared suffering)

Group motivation

Poor physical form

Comparison with others,

especially with other mothers

>

>

Motivation and feeling of

accomplishment

More energy

Joy of going back to family

Less time to perform the

same tasks

>

>

Welfare

Example for family

Increased efficiency

Tiredness, particularly to be

with your children

Weight of amount of tasks still

to be done

>

>

IDEATION WS

159

THE “MAYBE TOMORROW” DAD: JOURNEY | Appendix: Personas

The feeling of overcoming and stress relief are the main gains in the practice of physical exercise of Tomás, however it sometimes compromises his family routine


Get off work and drive to the

gym near his houseGroup aerobics class After practice, he goes home

Dine with the family and enjoy the

rest of the night to rest


Moment of relaxed

GAINS

Accumulated workday fatigue

Think about the working

backlog

Travel

PAINS

>

>

Playful moment

Conviviality

Stress relief

Group motivation

Poor physical form

Comparison with others

>

>

Motivation and feeling of

accomplishment

Feeling of overcoming

Joy of going back to family

Physical pain

Return to normality

Feeling of having to go back to

finish daily routine

>

>

Well-being and good mood

Example for family

Better quality in sleep

Compromises family routine

Increased appetite puts results

at risk

>

>

IDEATION WS

160

THE PROCRASTINATING MOM: JOURNEY | Appendix: Personas

Ana feels re-energized with the feeling of duty fulfilled when performing exercise in the morning, however tiredness accompanies her on the working day


Wakes up earlier than her kids

and travels to the gym by carGroup step class

After training, takes a shower in

the gym

Travel to the workplace and starts

her business day

Increase working hours of

the day

Energy Boost

GAINS

Wake up on time

Preparation of dress up bag

Go/No Go Decision

PAINS

>

>

Empathy (eg "shared

suffering")

Motivation and evolution

Commitment

Poor physical form

Lack of customisation

>

>

Time for herself

Dress up

>

>

Welfare

Duty fulfilled

Increased efficiency

Tiredness

Full day ahead

>

>

IDEATION WS

INTERVENTION MOMENTS | Appendix: Personas

161

The insurer company must intervene at key moments in the consumer journey to encourage a long-term healthy lifestyle of its clients

INSURER ACTION

MOMENT Weight in consciousness for having

"own time"

Stress of the day weighing in

Go/No Go Decision

Awareness: "You Deserve It" & of

impact on well-being

Assistance in the organization of time

and creation of motivation

Motivation created by

group feeling and empathy

Feeling of sharing

Feeling of accomplishment

Increased efficiency and well-being

Creating a sense of

community and sharing

Track progress and share achievements

Awareness of increased productivity and well-

being after practice

> > >

> > >

Pre-practice During practice Post-practice






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

Sharing, Criticism & Solution **(20 min)

Sharing(18 min)

Ideation(58 min)

Empathy(3 min)

Definition(32 min)

Presentation(9 min)

Silent Voting(2 min)

Wrap-up(3 min)

Str

etch

ing

& B

reat

hing

(5

min

)

Team Presentation

(2 min)

Participants Presentation

(4 min)

Timeline, Context &

Rules(3 min)

Personas Presentation

(3 min)

Customer Journey(1 min)

Pains/Gains in Pairs

(10 min)

Reflection, Issues & Buzz

Words(6 min)

HMW Introduction

(3 min)

Exhausting Brainstorm

(5 min)

Develop 1 Idea

(3 min)

Del

ays

(5 m

in)

Sharing(10 min)

Voting(2 min)

Participation Moments

Individual Moments

*Exercise: greater frustrations and confusions and evaluation of opportunities to reformulate the problem

**Exercise: each person presents his/her idea, the following points out a criticism and the following a solution

Idea Rephrase

(3 min)

Final Pitch (4 min)

Buffer: 18 min remaining at the end of the Workshop

IDEATION WORKSHOP STRUCTURE | Appendix: Workshops Output

IDEATION WORKSHOP OUTCOME | Analysis: Workshops Output

164Via Mural Platform

IDEATION WORKSHOP | Analysis: Workshops Output

165Via Mural Platform

IDEATION WORKSHOP | Appendix: Workshops Output

166

From the interviews and workshop, ideas were gathered at the level of the exercise plan, professional monitoring and features the program to conceptualize

Physical Exercise Plan

Features

> Initial evaluation: objectives, goals and routine of the client, being

progressively adapted

> Preferences: outdoor/indoor, equipment, group/individual, virtual/presential

Personalised

Diverse

> Modalities: including localized workouts, mindful movement & stretching

> Children: adapted videos

Time-Saving

> HIIT: short-term, high-intensity workouts

> Incorporation of the family & work life: joint and tailored activities , training

groups and classes for workers lunch/post-work hours; "business corner”

Professional Follow-up

> Common challenges, scoreboard & goal sharing

> Group registration; "Member gets member"

> Blocking & synchronizing personal and professional agenda

> Activity monitoring, with alerts & healthy living recommendations

> Rewards for earned objectives

> Chat bot with PT/Nutritionist

> Food-on-the-go services& weekly healthy food box delivery

> Nutrition plans adapted to the family situation, with recipe bank

> Wellbeing Coach

> Personal Trainer with training plan

> Nutritional with meal plan






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

PROVIDER SELECTION TELEMEDICINE PLATFORM PARTNER GYM DOUBLE-DEPARTING PERFORMANCE

TrustInsurer Partner since 2016

Risk inherent in a new partnership

Risk inherent in a new tripartite partnership

Ease of Implementation Quick negotiation

Time-consuming set upTime-consuming tradingTime-consuming set up

Long tripartite tradingTime-consuming set up

Quality of ServiceReasonable exerciseVery good nutritionWellbeing Coach skills good

Very good exerciseReasonable nutritionWellbeing Coach skills not existent

Very good exercise Very good nutrition Wellbeing Coach good skills

Customer Experience Simple but uniquely remote and

unbranded exercise journey

Simple journey with face-to-face potential + remote and exercise brand

Complex journey with risk of coordination between providers, but with exercise mark

CostsIncluded in the TMP contract Additional cost of full provision Additional cost of partial provision

PROVIDER HYPOTHESIS | Appendix: Hypothesis Testing

168

We recommend that the program is provided by the Telemedicine platform, leveraging the existing worthy partnership and comprehensive skills for Wellbeing Coach development

Recommendation Good Intermediate Poor

WELLBEING COACH HYPOTHESIS I Appendix: Hypothesis Testing

169

The implementation of Wellbeing Coach will require the hiring and training of professionals, as well as the development of content to support customers

Provider Content & Support Infrastructure

Telemedicine Platform Professionals | Hiring professionals and training

them by the insurer company

Partner Coaching Company | Access a network of coaching

professionals through an industry partner (E.g. InsightOut, Zaask)

Internal Development | Internal preparation of educational materials to

disseminate to customers after 1:1 appointments

B2C App | Partnership with App to create healthy habits as a provider of

platform and content (eg Fabulous, Habitica, SuperHabit)

Partner in Behavioural Economics | Use entity with skills in the area for

content development (E.g. ALULA, Savanta)

WELLBEING COACH HYPOTHESIS I Appendix: Hypothesis Testing

Despite each hypothesis offering advantages, using TMP professionals combined with the internal development of content seems to be the most fruitful combination

Customization Customer Interaction Ease of Implementation Cost

TMP

Professionals

Coaching

Company

High

High

Close and frequent with

possibility to contact the

Coach

Close and frequent

Quick negotiation

Time-consuming set up

Included in the TMP

contract

Additional cost of full

provision

Reasonable negotiation

Reasonable set up

Internal

Development

Partner in

Behavioural

Economics

App B2C

High depending on

1:1 interaction

Limited to personas


possibility to contact the

Coach

Close and frequent,

content distributed by the

Coach

Fast negotiation


Included in the TMP

contract

Additional cost of

contracting the service

Time-consuming negotiation

Reasonable set up

Reasonable depending

on customer

engagement

Reasonable and

unhuman, but app is user

friendly

App subscription fee

Time-consuming

negotiation

Quick set up

Pro

vide

rC

onte

nt

Good Intermediate Poor

PERSONAL TRAINER HYPOTHESIS I Appendix: Hypothesis Testing

171

In order to provide personalised physical exercise support to its customers, the insurer company can opt for the hiring of skilled professionals or resort to external partners


Telemedicine Platform Professionals | Hiring of qualified professionals

by the insurer company

Gym Partner | Resort to Personal Trainers from partner gyms or Personal Trainer’s networks (E.g. Fitness Hut, Solinca, Holmes Place)

Internal Development | Drawing up your own plans or leveraging existing

Weight Loss Program plans

YouTube | Digital partnership for content access and distribution (eg

Popsugar, Yoga with Adrien)

B2C App or Gym Online | Digital partnership for content access and

distribution (E.g. Nike Training, J&J 7min, Ginásio Online, Les Mills)

B2B App | Partner with White Label App with its own content and allows

to add other, as well as access to other features (E.g. OnVirtualGym)

PERSONAL TRAINER HYPOTHESIS I Appendix: Hypothesis Testing

To ensure an optimal physical exercise offer, a combination between hiring of professionals with internal and external development of contents seems to be the best pursuit


TMP

Professionals

Partner Gym

High

High

Close and human, via video calls

Close and human, via face-to-face or video calls Risk in coordination with Coach and Nutritionist

Quick negotiation


Included in the TMP

contract


provision

Reasonable negotiation

Quick set up

Internal

Development

Youtube

App B2C &

Online Gym

App B2B

High, but with limited database

Reasonable, but with extensive database


possibility to contact the PT

There is no 1:1, but site is user friendly

Time-consuming set up to develop plans

Included in the TMP

contract

Additional cost of

contracting the service

Time-consuming trading(copyrights and international relation)

Reasonable, but with extensive database

There is no 1:1, but apps are user friendly App subscription fee


Pro

vide

rC

onte

nt


High, but with limited database

Closet and frequent with chat between client and PT Subscription fee (limited)

Reasonable negotiation (Portuguese App)Existing content

NUTRICIONISTS HYPOTHESIS I Appendix: Hypothesis Testing

173

In the field of nutrition, the insurance company can leverage in professionals already present in the Telemedicine Platform or resort to external partners


Telemedicine Platform Professionals | Use of nutritionists already

present in TMP

Nutrition Partner | Use of a provider specialising in nutritional advicel (E.g. Nutribalance, Yes!Diet)

Internal Development | Create meal plan with menu, recipes and

shopping list, developing existing ones in Weight Loss Program and

Nutritional Guidance

Partner App | Partner with an app with nutritionists already inputted that

can give support to the insurer customers (E.g. Noom)

B2B App | Partner with White Label App with its own content and allows

you to add others, as well as access to other features (E.g. OnVirtualGym)

Partner Website | Use of content from nutrition tips websites and recipes

(E.g. 24kitchen, Casal Mistério, etc.)

B2C App | Partnership with app with recipes bank as platform and content

provider (E.g. Yazio & LifeSum)

NUTRICIONIST I Appendix: Hypothesis Testing

To ensure an optimal physical exercise offer, a combination between hiring of professionals with internal and external development of contents seems to be the best pursuit


TMP

Professionals

Nutrition

Partner

Nutrition App

High

High

Close and human, via video calls

Close and human, via video calls or face-to-face

Imediate Included in the TMP

contract


provision

Time-consuming

negotiation &set up

Internal

Development

B2B App

Partner Website

B2C App

High, with reasonable database

High, with reasonable database


possibility to contact nutritionist


possibility to contact nutritionist

Adapt & develop existing content

Included in the TMP

contract

Subscription feeNegotiate partnership (Portuguese)Already existing contents

No personalization but extensive database

There is no 1:1, but websites are user friendly

Additional cost of partnership (limited)

Negotiate partnership(Portuguese)Already existing contents

Pro

vide

rC

onte

nt


No personalization but extensive database in English

There is no 1:1, but apps are user friendly Subscription fee

Negotiate partnershipAlready existing contents

Reasonable Beyond existing chat, contact is limited Subscription fee


> Move buys vouchers with monetary value or

percentage discounts to be used by its clients on

the partner brand’s stores.

> Vouchers are aquired through an intermediary firm,

there is no direct contat between the two entities.

PARTNERSHIP MODELS | Appendix: Hypothesis Testing

175

Move might benefit from three options to relate with a partner. Solutions differ from a direct or indirect relationship, as well as from the need to engage in a financial expenditure or not

Voucher Intermediary Model Direct Financial PartnershipMutual Benefit Partnership

> Move negotiates directly with a brand to

establish a discount or other benefit (E.g.,

extended trial period) to be offered to its clients,.

This amount should be residually covered by

Move, as there are other associated benefits for the

brand, as promotion and flow of new costumers.

> In exchange for Move’s promoting a brand to

its clients, the partner offers discounts, as part

of the promotion strategy, incentivizing a new

flow of customers.

> Or Move and a brand partner jointly promote a

mutual cause, alongside their own clients, aiming

an internal flow of customers.

Financial expenditure

Time consuming

Direct Contact

Terms’ Negotiation

Financial expenditure

No direct relation

Lack of control

Fast & Easy Process

Time-saving

Limited Benefits

Flexible

Non-Financial

Possibly Mutual Promotion

Example of

Intermediaries

Alongside Move, the partnership possible formats were designed as different combinations of two key driving factors for Move in establishing relationships: nature

of contact between entities (direct or indirect) and nature of relationship (non-financial or requiring a financial transaction)

PARTNERSHIP MODELS: ILLUSTRATIVE EXAMPLES | Appendix: Hypothesis Testing

176

Illustrative examples below must enlighten the possibilities Move can enjoy from when relating with a brand

Voucher Intermediary Model Direct Financial PartnershipMutual Benefit Partnership

Customers

Millennium employees have access to

25%-discount voucher on Opticalia

Millennium

Purchase of vouchers

directly via ColectivosVip

network of partners at an

established price

Opticália

Sells vouchers to

ColectivosVip and takes

part on the ecosystem

of possible offers

Customers

Yorn customers can access Amazon Prime

Video content for free

Vodafone

Negotiation with

Amazon Prime Video to

set terms & conditions

on financial transaction

Amazon Prime Video

Subscription plan for free,

in exchange for monetary

inflow from Vodafone and

new clients

Customers

Fitness hut members can enjoy from a

promotional code in Prozis online store

Fitness Hut

Negotiation with Prozis to offer

discounts to its customers, in

return of promoting the brand

and drive customers

Prozis*

Discount offer and

customer interaction

Footnotes: *For the sake of the example, no financial investments were considered to be made by Fitness Hut to Prozis, such that promotion would be the only counterpart

Illustrative Examples

ORGANIC/HEALTHY SUPERMARKETS PARTNERS | Appendix: Hypothesis Testing

Source: Sabi 177

In the context of organic supermarkets, the potential partners are of national origin, however their area of intervention is mostly in Lisbon

Revenue 2019 Locations1 Number of Stores Online Store Brand Awareness2

€55M 8 44

€14M 2 12

€8M 1 4

Sector 4 €6M 1 3

n.a. 1 1

Gamification Platform PartnerVery StrongExtremely Weak

Footnotes: 1Districts; 2Proxy:Followers on Facebook and Instagram

NUTRIONAL SUPPLEMENTS | Appendix: Hypothesis Testing

178

Food supplement brands bet on e-commerce with their own online store, and Prozis and GoldNutrition are also available in supermarkets

Nationality Revenue 2019 Other Brands1 Presence in the Large Distribution Partnerships Brand

Awareness2

€37MInfluencers, PTs, Sports Events, Football Clubs

€5MInfluencers, PTs, Sports

Events, Clubs

€5MGyms, Influencers, PTs,

Nutritionists

€18M n.a.

€186M

Influencers, PTs, Sports Events, Corporate

Source: Sab; EcommerceDB i

Very StrongExtremely Weak

Footnote: 1Sale of other brands on own website; 2Proxy: Followers on Facebook and Instagram

FOOD ON-THE-GO | Appendix: Hypothesis Testing

179

The catering industry focuses on simplifying the consumer experience and offering greater conveniencethrough deliveries to the home or in grab and go format

Services Average Price per meal or food box1 Mode Location

Weekly menus with fresh meals 7,5€ Delivery Lisbon

Daily menus with fresh meals 9,7€ Delivery Lisbon

Fresh meals n.a Takeaway Nation-wide

Fresh meals 7,95€ Takeaway Lisbon and Porto

Fruit and vegetable box 11€ Takeaway Nation-wide

Fruit and vegetable box 15€ Delivery Lisbon

Footnote: 1Complete meal, including soup, main dish and beverage






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

SURVEY QUESTIONS I Appendix: Survey

181

Qualtrics Survey Questions I Physical Exercise Habits & Preferences

Note: the survey was initially developed in Portuguese, with translation done for results analysis

182

Qualtrics Survey Questions I Physical Exercise Habits & Preferences



SURVEY QUESTIONS I Appendix

183

Qualtrics Survey Questions I Responsiveness to Virtual PT & Wellbeing Coach


184




185




186

Qualtrics Survey Questions I Content & Ongoing Services Preferences



187

Qualtrics Survey Questions I Demographics



0% 5% 10% 15% 20% 25% 30% 35%

Outdoor

At Home

Sports Club

Gym

4 3 2 1

SURVEY ANALYSIS I Appendix: Survey

188

Despite preferring outdoor and at home, most participants lack of motivation and time to exercise, but resort to it to stay fit, reduce stress levels and due to health issues


Participants

931 Answers 921 Elegible1 Focus on Light Users2 | 340 Answers

Barriers to Physical Exercise

1Portuguese individuals over 18 years old; 2Individuals who exercise until 1x/Week or 1-2x/Month

38%

2%

3%

47%

6%

2%

1%

0% 10% 20% 30% 40% 50%

Lack of Time

Health Issues

Financial Cost

Lack of Motivation

Convenience

Absence of Barriers

Other

Objectives in Physical Exercise

41%

18%

1%

6%

29%

23%

0%

0% 10% 20% 30% 40% 50%

Stay Fit

Weight Loss

Performance Improvement

Entertainment

Stress Reduction

Health Issues

Other

Preferential Place to Exercise


189

Participants are interested in a physical exercise program with Personal Trainer and Wellbeing Coach monitoring, however prefer concentrating the program in a shorter period of time


Interest in MOVE’s Program

90%

0%

20%

40%

60%

80%

100%

No

Yes

MOVE PROGRAM | The client is

accompanied by a PT (5 virtual

classes) and by a Wellbeing

Coach (3 to 5 virtual sessions to

help build new exercise habits)

60%

0%

20%

40%

60%

80%

100%

No

Yes

Interest in MOVE’s Program at a Fair Price

68%

32%

0% 10% 20% 30% 40% 50% 60% 70% 80%

5 PT Sessions in 5 weeks

5 PT Sessions in 10 weeks

Program’s Duration for Lasting Exercise Habits Willingness to Pay

33€ Average I Individuals are

willing to pay additional 33€ on

average to have the 5 sessions

with the PT on site, in opposition

to virtually.

Wellbeing Coach Role Recognition

85%

0%

20%

40%

60%

80%

100%

No

Yes

Interest in Wellbeing Coach Sessions

55%

0%

20%

40%

60%

80%

100%

NoYes


190

Regrading format preferences, light users are keen on 5 sessions with the Wellbeing Coach with 30-minute duration, however value more sessions with a PT and Nutritionist


18%

17%

65%

0% 10% 20% 30% 40% 50% 60% 70%

3 Sessions

4 Sessions

5 Sessions

#Sessions to Develop Lasting Exercise Habits

25%

48%

21%

6%

0% 10% 20% 30% 40% 50%

20 minutes

30 minutes

45 minutes

60 minutes

Wellbeing Coach Session Duration

Program Format Preferences

26%14%

34% 18% 8%


191

In order to complement the physical exercise program, light users are interested in an app with support content, as well as on-demand sessions with professionals to continue promoting active lifestyles


68%

20%

12%

0% 10% 20% 30% 40% 50% 60% 70% 80%

App MOVE with personalized videos developed by aPT

Public Fitness App Recommended by a PT (eg. NikeTraining)

Public Youtube Channels Recommended by a PT (eg.PopSugar)

Complementary Fitness Content Ongoing Services Preferences

10%

13%

11%

8%

11%

11%

14%

18%

5%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

Exercise Content (eg. App MOVE; Les Mills)

Nutrition Contents (eg. App with Meal Plans)

Weekly "Box" Delivery with Fresh HealthyIngredients

Home Delivery & Takeaway

Gym Subscription

On-demand Sessions with Wellbeing Coach

On-demand Sessions with Nutritionist

On-demand Sessions with PT

Habit Creat ion App (eg. Fabulous App)


192

In spite of being mainly women, light users are evenly distributed across age groups

Demographics

Gender

68% 32%

Age Group Household Children

41%

20%

20%

20%

18-30 31-40 41-50 51+


32%

9%

59%

Live with Parents

Live Alone

Live with Partner and/or with children

24%

21%

6%

50%

0% 10% 20% 30% 40% 50%

Yes, children until 12 years old

Yes, teenager children

Children living independently

Don't have children






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

VISION & CONCEPT | Appendix: Recommendations

194

The new program Actively aims to promote long-lasting healthy lifestyle habits through a personalized follow-up by a Personal Trainer and Nutritionist, also responsible for the emotional & mindset management

Professional Follow-Up with a PT | Personalized training sessions,

monitoring & feedback

Follow-up with a Nutritionist | 2:1 Nutrition support & motivational

assistance and time management sessions

Custom & Progressive Plans | A dynamic plan, based on

preferences and space & time constraints, that evolves with the client

Ongoing Services | Continuation of the program through holistic

network of services

On-demand & Live-streaming content | Continuation of the program

through partnerships

Program Logo and name were developed by the CL Team

EXAMPLES OF COMMUNICATION CONTENT | Appendix: Recommendations

195

Launch

Lau

nch

Inst

anta

neo

us

Vid

eo P

ost

Illustrative Examples of communication content | Social Media


196

Launch

Ongoing

Lau

nch

Po

sts

Illustrative Examples of communication content | Social Media

Rea

l-lif

e Te

stim

on

ials


197

SM

S

E-m

ail

Release

Illustrative Examples of Communication Content | SMS & E-mail Marketing


198

Web

inar

s’ P

rom

oti

on

targ

eted

for

emp

loye

rs

Per

iod

ical

Co

nte

nt

to b

esh

ared

inte

rnal

ly

Ongoing

Illustrative Examples of Communication Content | Corporate Wellbeing Initiatives

FINANCIAL SCREENING | Appendix: Recommendations

199

Client Growth and Distribution

Distribution % Customers Platform Weight-Loss Program - UNIQUE CUSTOMERS

Jan Feb Mar Apr Mai Jun Jul Aug Set Oct Nov Dec

2018 8% 7% 9% 11% 13% 9% 11% 8% 8% 7% 5% 4%

2019 13% 9% 8% 9% 11% 8% 9% 8% 8% 7% 5% 4%

Average 10% 8% 9% 10% 12% 8% 10% 8% 8% 7% 5% 4%

Forecast Distribution of new customers/month


2021 0 0 0 557 660 469 587 435 465 371 302 218

2022 725 567 606 691 819 583 728 540 577 460 375 270

2023 762 595 636 726 860 612 765 567 606 483 394 284

Forecast Distribution of number of sessions/monthJan Feb Mar Apr Mai Jun Jul Aug Set Oct Nov Dec Total

2021 0 0 0 557 660 469 587 435 465 371 302 218 4064

2022 1450 1424 1439 1625 1915 1494 1690 1372 1370 1151 934 690 16554

2023 1785 1690 1697 1916 2255 1777 1989 1630 1617 1366 1109 822 19653

Year Growth 2021 Rational

2020 - 4660 -

2021 20% 5339 New Release, marketing and publicity

2022 30% 6941 2nd Launch

2023 5% 7289 Stabilization


200

FTE demand

Sessions/FTE/Day 8

Working days/Month 22

Capacity 176

Forecast FTE's/month distribution


2021 0,00 0,00 0,00 3,16 3,75 2,66 3,34 2,47 2,64 2,11 1,72 1,24

2022 8,24 8,09 8,18 9,23 10,88 8,49 9,60 7,80 7,78 6,54 5,31 3,92

2023 10,14 9,60 9,64 10,89 12,81 10,10 11,30 9,26 9,19 7,76 6,30 4,67

Min Max PT's fixed contract FTE's Waste Average

1,24 3,75 2 0,76 2,57

3,92 10,88 4 0,08 7,84

4,67 12,81 5 0,33 9,31

Forecast Distribution of Complete FTE's/month


2021 0 0 0 4 4 3 4 3 3 3 2 2

2022 9 9 9 10 11 9 10 8 8 7 6 4

2023 11 10 10 11 13 11 12 10 10 8 7 5

Forecast FTE's Waste /Month


2021 0,00 0,00 0,00 0,84 0,25 0,34 0,66 0,53 0,36 0,89 0,28 0,76

2022 0,76 0,91 0,82 0,77 0,12 0,51 0,40 0,20 0,22 0,46 0,69 0,08

2023 0,86 0,40 0,36 0,11 0,19 0,90 0,70 0,74 0,81 0,24 0,70 0,33


201

Staff cost benchmark and other costs

PT Salary

Base € 1 729

+ Social Security 35% € 2 333

(Additional costs: Insurance; Meals; Material)

Coordinator Bonus

PT salary € 1 728,50 /month

% Bonus Coordinator 25%

Other costs 35%

Total €583,37

App Fee

OnVirtualGym € 149,00 +VAT of Portugal 23% € 183,27 + 100€/year of Apple account creation

VirtuaGym € 342,00 +VAT from the Netherlands (where they are based) 20% € 410,40 + 100€/year of Apple account creation + 149€ (one-time fee of Turnstile Relay) + Add-ons

Benchmarking Salary/month of a PT

Salary/month of a PT€ 1 994,00 Source: https://pt.indeed.com/salaries/personal-trainer-Salaries

€ 1 463,00 Source: https://www.glassdoor.com.br/Salários/lisboa-trainer-salário-SRCH_IL.0,6_IM1121_KO7,14.htm

Average € 1 728,50


202

Total Cost, Revenues and Operating Results

Forecast Costs/month


2021 - - - € 8 767 € 10 827 € 7 007 € 9 367 € 6 327 € 6 927 € 5 047 € 3 667 € 1 987

2022 € 24 254 € 23 734 € 24 034 € 27 754 € 33 554 € 25 134 € 29 054 € 22 694 € 22 654 € 18 274 € 13 934 € 9 054

2023 € 29 767 € 27 867 € 28 007 € 32 387 € 39 167 € 29 607 € 33 847 € 26 667 € 26 407 € 21 387 € 16 247 € 10 507

Monthly Revenues based on customer distribution by plan and price of each plan


2021 € - € - € - € - € - € - € - € - € - € - € - € -

2022 € 13 050 € 10 206 € 10 908 € 12 438 € 14 742 € 10 494 € 13 104 € 9 720 € 10 386 € 8 280 € 6 750 € 4 860

2023 € 16 574 € 12 941 € 13 833 € 15 791 € 18 705 € 13 311 € 16 639 € 12 332 € 13 181 € 10 505 € 8 570 € 6 177

Operating Results/Month

Jan Feb Mar Apr Mai Jun Jul Aug Set Oct Nov Dec Total

2021 - - - -€ 9 534 -€ 11 594 -€ 7 774 -€ 10 134 -€ 7 094 -€ 7 694 -€ 5 814 -€ 4 434 -€ 2 754 -€ 66 822

2022 -€ 11 971 -€ 14 295 -€ 13 893 -€ 16 083 -€ 19 579 -€ 15 407 -€ 16 717 -€ 13 741 -€ 13 035 -€ 10 761 -€ 7 951 -€ 4 961 -€ 158 388

2023 -€ 13 961 -€ 15 693 -€ 14 941 -€ 17 364 -€ 21 229 -€ 17 063 -€ 17 975 -€ 15 102 -€ 13 994 -€ 11 649 -€ 8 445 -€ 5 097 -€ 172 511


203

Sensitivity Analysis






7 Workshops Output

9 Survey

10 Recommendations


APPENDIX AGENDA

6 Personas

11 Roadmap

IMPLEMENTATION ROADMAP BREAKDOWN | Appendix: Recommendations

205

2021 2022

1º Q 2º Q 3º Q 4º Q 1º Q 2º Q

PHASE 1 | Reformulation Weight Loss Program

Negotiation with TMP

Negotiation with TMP: Concept

Negotiation with TMP: Investment

Invitation to Gamification Platform

Hiring & On-boarding of PTs

Preparation Content & Follow-up

Negotiation with Partners

Offline Content & Plans Development

Creation of follow-up mechanisms

Development of payment methods

Pilot Wellbeing Coach

Wellbeing Coach Training

Pilot development

Pilot Results Assessment


LAUNCH | New AtivaMente Program & CORE Offer Plan


206

2021 2022


PHASE 2 | App AtivaMente & Wellbeing Coach

Gamification Platform Integration

Development Platforms

Creation App AtivaMente

Group enrollment implementation

Preparation Live & new Exercise/Nutritional Content

Training & On-boarding Coaches

Wellbeing Coach's remaining formation

On-boarding team of professionals

Establishment of Ongoing Partnerships

App AtivaMente Pilot

Pilot Development

Pilot Results Assessment


LAUNCH | Program AtivaMente Version 2.0 & PLUS & PREMIUM Plans


207

2021 2022


FASE 3 | Corporate Promotion


Coordination with Gamification Corporate Platform

Marketing B2B

Initiatives Organization

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