Problem
The problem we solved is that the vast majority of the sports ecosystem does not have enough elements to make accurate decisions about training and performance evaluation. In soccer, the reflection of the problem is demonstrated by the balance of the Brazilian Serie A Clubs, supported by the confrontation of expectations vs. the reality of the players in achieving their goals and recognized by sports professionals.
Solution
The solution proposed by SPORTAG consists of Hardware (Chipzeira) with Microsensors that analyze athletes' performance while training and playing. The data is interpreted and transformed into statistics that display and indicate paths for the evolution of performance over time from an App for Athletes & SaaS for Clubs.
Business model
The business model consists of H/W (Chipzeira), App (freemium model), B2B SaaS (Clubs), Provider (user behavior), MultiSports (because the center of technology can be deployed to new sports), in addition to the future possibility of developing the local industry as sensor manufacturers, creating possibilities for OEM & ODM. As an expected average ticket, the current estimate is that the solution will reach the market by R$ 299 (Chipzeira) and that the paid version of the App will arrive on the market by R$ 29,90 (monthly subscription). Our current conservative estimates project revenues of BRL 6M and 15,000 users per year 1, BRL 15M and 50,000 users in the year 2 and BRL 32M and 120,000 users in the year 3, corresponding to 0.4% From TAM at the end of the year 3.
Market
The current global sportstech market is USD39bi at 2026, with a projection of reaching USD200Bi in 2034 CAGR of 22%.
Competitors
Playermaker (Israel), Oliver Sports (Spain), Cuju (Germany), Catapult (Australia), Oliver Sports (Spain), Target Football (England), SkillCorner (France).
Competitive differentiation
We believe that our technology is scalable and for this reason we are able to be multichannel, reaching the enormous market of soccer players, estimated at between 30M and 40M users, and thus providing the market with an affordable cost, both for amateur athletes and for subprime clubs in series B, C, D, those that only compete in state and regional championships, in addition to numerous associations and soccer schools. We can also differentiate ourselves with local support and diversify revenues by being Multisports and being able to internationalize operations to underserved markets with a profile similar to the Brazilian market, such as other countries in South America and Africa, for example.
Entry barrier
Being the first with relevance in the domestic market, backed by a patent that, once approved, will create barriers for new brands, and the formatting of the business model with the vertical of Information Provider the sports industry based on user behavior are competitive differentials that raise the entry barrier to be overcome by new competitors.
Traction
We received 10K USD of uncompensated investment from the company Techshop MG and a request so that, if SPORTAG manages to evolve and is interested in talking again about buying a future share when we are more mature.