Share to twitterPhil Knight was 24 years old when he started Blue Ribbon Sports, the company that would become Nike. Unlike Knight, who was an avid runner and sports enthusiast, Rachel Feinberg and Breanne Harrison-Pollock, both 26 years old, were not gamers but simply two best friends who unlocked the mysterious world of esports. While Nike had to challenge the large incumbent Adidas during its days of origin,is the first company of its kind in esports.
Rachel Feinberg and Breanne Harrison-Pollock at college graduation in 2014 at Madison Square Garden.Feinberg and Harrison-Pollock started on the grassroots level of gaming by attending gaming events at the local gaming scene an hour outside of Manhattan in Flushing, Queens. These gaming events and cafes served as the innovation center for Feinberg and Harrison-Pollock who would test various apparel concepts with their end-users.
The team initially focused on designing the best solution for a gamer’s wrist, acknowledging that carpal tunnel, a condition characterized by numbness and tingling in the hand caused by a narrowing passageway in the wrist, is an issue many in the gaming industry suffer from. “the wrist is such an important part of who you are as a gamer, so we asked ourselves what we can do through apparel to support that.
The team evaluated and observed the pain points and problems of thousands of users during the R&D process. The prototype process did not end with the wrist but focused on all types of problems ranging from how end-users sat during a match through things they would do between matches. They then mapped out and prioritized these pain points, focusing on what was most consistent across the largest segment of their user base.
Eventually, the Ateyo team reached a point where they needed to find the right manufacturing partners. Because of the novelty and custom nature of their apparel products, they first needed to develop a value-chain that fit with their needs.When the team was ready to find the right suppliers and manufacturers, they spent two weeks driving around Los Angeles meeting with a number of factories. “A lot of the factories did not provide the quality of work we were looking for.
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