BRANDS
part of any project: the kids and the parents. Whether it’s developing a feature or telling a story, it’s important to have both in mind. Identifying those opportunities where we can innovate -
where innovation for us means user-centric design, ensuring we’re really understanding our customers and our users as deeply as possible, and identifying those opportunities that are going to make the difference. I come back to the same point we made earlier: from my
own perspective. It’s very easy to design something complex, but very, very difficult to design something simple and deeply impactful. I’d point out that there aren’t many companies which invest so much in user-centric, human-centric design, experience, and storytelling. I repeat the point, but think it is important to do so, because most in our industry see themselves as a product business first and foremost. In contrast, our belief as a company is that this investment and this focus ultimately is what will make the difference.
Not something easy to replicate. Definitely not ‘cut and paste’. Very much like building a company culture. You can see what you like in other businesses or brands, yet replicating this isn’t remotely a plug-and-play process. Exactly.
50 | January 2026
I mentioned previously working for Hugo Boss and for Red Bull, both highly consumer-focused companies, but these kinds of ideas, these kinds of innovations, and really pushing boundaries - this I experience at woom in a very strong way. I see the energy and the spirit of our team when it comes to design, when it comes to engineering. That same energy is there with those who look into spaces in the market which might fit for woom. This is incredible. Our focus, making dreams live in a product, is strongly ingrained in our business. People make the culture, which makes the brand. You live these things. People come to work for you for these things. It’s an obvious competitive advantage.
Chris, how does this work its way into product design and development? At woom, the goal is to develop products and experiences that are not surface deep; rather, they are emotional, building trust. Yes, there’s definitely an intrinsic desire to build the best kids’ bikes, but the motivation goes deeper than that. Beyond transactional. It’s really about creating this emotional attachment to the brand. “Asking better questions” is something you’ll hear a lot when talking about innovation, about making a quantifiable difference. At woom, this concept is very much alive and deeply seated in our culture.
www.bikebiz.com
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
