The Associated Press

MOUNTAIN VIEW, Calif. (AP) — Google has offered buyouts to another swath of its workforce across several key divisions in a fresh round of cost cutting coming ahead of a court decision that could order a breakup of its internet empire. The Mountain View, California, company confirmed the streamlining that was reported by several news outlets.

Sports Electronics Devices Market

Allied Market Research, titled “Sports Electronics Devices Market,” The sports electronics devices market was valued at $19.6 billion in 2021 and is estimated to reach $73.6 billion by 2031, growing at a CAGR of 14.8% from 2022 to 2031.

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Sports electronics devices are advanced gadgets designed to boost athletic performance, monitor fitness data, and provide real-time analysis for progress. These devices are used in various sports and fitness activities, benefiting athletes, fitness enthusiasts, and casual users alike in reaching their objectives. One widely used sports electronics device is the fitness tracker, available as wristbands or smartwatches. It keeps tabs on heart rate, step count, distance covered, estimated calorie burn, and even sleep patterns, serving individuals seeking an active and healthy lifestyle.

Another crucial device is the GPS sports watch, which utilizes GPS technology to track routes and measure speed and distance for runners, cyclists, and outdoor enthusiasts. The data collected aids users in performance analysis, goal setting, and training enhancement. Additionally, there are sports-specific devices like golf GPS watches or cycling computers, catering to golfers and cyclists with features like course maps, swing analysis, and real-time cycling metrics.

Moreover, sports electronics devices include action cameras, beloved by extreme sports enthusiasts. These rugged, compact cameras capture high-quality videos and images, allowing users to document adventures and share them on social media, attracting both recreational users seeking excitement and professional athletes showcasing their skills to a wider audience. Overall, these devices have transformed how athletes and fitness enthusiasts monitor and improve their performance, becoming essential companions for individuals at all fitness levels, from beginners aiming to stay active to elite athletes pursuing competitive success.

Due to increased investment in the sports industry by manufacturing businesses and an increase in the usage of wearable technology by athletes, the market for sports electronics devices globally is anticipated to expand significantly throughout the forecast period. In addition, the need for biosensor solutions is likely to drive the growth of the sports electronics devices market during the forecast period due to advanced technologies being used in fitness and sports facilities to monitor athletes’ biorhythms. However, some of the key issues impeding the growth of the sports electronics devices market are the high initial investment, low budgets, and data privacy and cybersecurity concerns.

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The smart camera segment was the highest contributor to the market in 2021, whereas the pedometers and smart fabrics segments collectively accounted for a notable market share in 2021 for the sports electronics devices industry. The fitness centers segment was the highest revenue contributor in 2021.

KEY FINDINGS OF THE STUDY

– In 2021, the pedometers segment accounted for maximum revenue and is projected to grow at a notable CAGR of 16.0% during the forecast period.

– The fitness centers segment was the highest revenue contributor to the market in 2021.

– The fitness centers and sports centers segments collectively accounted for around 82.45% market share in 2021.

– The fitness or heart rate monitors and pedometers segments are expected to witness considerable CAGRs of 18.36% and 16.09%, respectively, during the forecast period.

– North America and Europe collectively accounted for around 67.53% share in 2021.

The overall sports electronics devices market analysis is determined to understand the profitable sports electronics devices market trends to gain a stronger foothold. The key players profiled in the report include Apple, Blast Motion, Catapult Sports, Fitbit (Google), Garmin, Hawk-Eye Innovations (Sony Corporation), Panasonic Corporation, Polar Electro, Adidas, and Zepp. Market players have adopted various strategies, such as product launches, collaboration, partnerships, joint ventures, and acquisitions, to expand their foothold in the sports electronics devices market.

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Allied Market Research is a leading provider of market intelligence, offering reports from top technology publishers. Our in-depth market assessments in our research reports take into account significant technological advancements in the sector. In addition to other areas of expertise, AMR focuses on the analysis of high-tech systems and advanced production systems. We have a team of experts who compile thorough research reports and actively advise leading businesses to enhance their current procedures. Our experts have a wealth of knowledge on the topics they cover. Additionally, they employ a range of tools and techniques when gathering and analyzing data, including proprietary data sources.

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Netflix co-chief Greg Peters shared some insight into the global streaming giant’s playbook during The Wall Street Journal CEO Council Summit in London on Wednesday, including its thoughts on political proposals in the U.S. and U.K., competition from YouTube, and the streamer’s push into advertising.

Asked about a recent proposal from a U.K. parliamentary committee for a levy of 5 percent of U.K. subscriber revenue on foreign streaming services, including the likes of Netflix, Amazon, Apple TV+ and Disney+, to help finance British drama production, Peters said: “I think it would be a mistake. … I could list 100 titles that were made here in the U.K. that U.K. audiences loved. Whether it’s Adolescence or Toxic Town, the Harlan Coben stuff, such as Fool Me Once, or, even Black Doves.”

U.S. President Donald Trump’s suggestion of possible tariffs on entertainment produced abroad and the debate about how the U.S. could attract more productions was also brought up. Peters in response pointed to the success of the U.K., Netflix’s second-largest production hub behind the U.S. “One of the reasons that we’ve invested a lot here is because there’s incredible infrastructure, there’s incredible talent, and there’s a great production incentives model,” he said. “So everything is in place to make this ecosystem really, really work. And I think that that’s a great example for the United States as well. We have got good infrastructure in many places. We got a lot of great talent. And states are highly competitive with production incentives that allow us to bring more work to places like New Jersey, where we’re building a whole new production facility, or New Mexico, where we’ve built a new production facility. I think that’s probably the model to think about.”

No tariffs worries then? “We try to focus on the things that we can control,” Peters said. “If we have a specific proposal to respond to, we will, but nothing really material yet.”

Some observers have suggested that AI could help further personalize entertainment options served up to subscribers. “There’s a really interesting question around what entertainment experiences people gravitate towards,” Peters said. “There’s no doubt that highly personalized anchors one end … but a shared, a joint experience anchors another end of that. What I think is happening more and more is that we’re actually going to the sort of bimodal distribution of value. So, that middle is the place that’s getting washed out.”

The co-CEO then outlined what that means for companies and their strategies. “There’ll be companies that do an amazing job in the incredibly micro-personalized and maybe to the point of you’re starring in your own narrative,” he said. “There’s a big center of value that we’re really more focused on, which is how do we present a collective experience that we can all talk about. So, if you and I both watched a show like Adolescence, for example, there’s value in us having that shared experience and being able to talk about it.”

User-generated content as competition was also an area Peters discussed, acknowledging that YouTube, for example, was competition for consumers’ time and attention. “We look at YouTube as a training ground for creators,” he highlighted though. Netflix hopes to attract some of them and “give them the opportunity to tell their story in our model which is different from YouTube,” he added. “We fund the productions rather than relying on the creator to fund it. We can typically fund them at a higher level. We have a more efficient monetization model than YouTube does.”

Asked about Netflix’s push into advertising with its ad tier, Peters said: “We’re really just getting started.” When the firm starts something new, it won’t be great at it right away, the executive tends to tell his team. “There’s ton of opportunities for us to extend the way that ads show up” in new formats, in ways that work for audiences and marketers, he mentioned. “Better targeting and better personalization” are among the other future upside areas.

Does Netflix think about itself more like a family or a soccer team? “We definitely think of ourselves as a sports team rather than a family,” Peters explained. “And the thought there is that we want to have an explicit approach that we seek the best players for every position. That means different skill sets in different positions. But it’s not a family situation which is unconditional love.”

The executive’s appearance, entitled “Borderless by Design: Disruption, Scale, and the Global Netflix Playbook,” was live-streamed. “As the streaming landscape evolves, Netflix continues to lead through disruption and expansion,” a description for it said. “Peters discusses what it takes to guide one of the world’s most recognized consumer brands across markets, technologies, and audiences. From navigating cultural complexity to scaling innovation and building new revenue models, Peters shares how Netflix’s leadership approach is shaping the next phase of global growth – and setting the tone for the future of entertainment.”

Netflix co-CEO Ted Sarandos said on Tuesday during a visit to Madrid to celebrate the streaming giant’s 10-year anniversary in Spain that the company would invest €1 billion ($1.1 billion) in the country by 2029.

Periodically, SBJ Tech will feature a content series called Leadership Look-In, where C-suiters in sports tech offer thoughts on their companies, experiences and personnel management. Want to be considered for a future installment? Email me at ejoyce@sportsbusinessjournal.com.

Luca Cacioli has been the CEO of CEIA USA for more than six years, guiding the security screening provider that serves multiple industries, such as the federal government, schools, airports and sports venues.

While CEIA doesn’t share client information, it works with hundreds of companies and has decades of experience with stadiums and arenas. Cacioli started his professional career in Italy as an electrical engineer, later shifting to business management and making his way to the top chair of the longtime detector manufacturer. He spoke to SBJ about the security growth he’s seen in sports, the role of AI in the process and the early learnings that prepared him for leadership.

Note: These excerpts have lightly edited for clarity.

On the changes he’s observed in sports and entertainment: “More responsible parties running these events have realized that maybe they could become some kind of target if they didn’t do anything. Maybe some security needed to be taken into account with more drive. And over time, the market has grown because of that. While initially it was more of an … isolated approach, it’s become very pervasive these days. There are very few events that don’t do any kind of screening, or they don’t have the security of certain kind. … And with that, what we’ve learned over the last 10 years is that there is a need in the market to make sure that we give fans a safe experience, but also a positive, quick experience.”

On using AI in the screening process: “Artificial intelligence is a tool. … A detector doesn’t do everything. You need to have a layered approach to your security. I’m trying to draw a parallel here: artificial intelligence can be a useful tool as part of a bigger approach to your design process. … I cannot go through too much of our design process, but I can tell you that AI is a tool which we use when we deem it appropriate.”

On competition: “There is a lot of competition. A lot of competition comes because the market in the last 10 years has increased in size. So, more and more competitors come in. Now, competition is not really a negative thing. Actually, competition helps us be better. So, I personally welcome competition from that point of view.”

On the impact of his family’s business on his transition from engineering: “Growing up in Italy, I worked on my family’s small business, and my family has a very typical Italian olive oil business. I was always growing up in front of customers. It’s really because of my experience and instruction and really working in that environment since I was a teenager, I did not feel like I was having difficulties. I have to say that the MBA [he attended SMU] helped me tremendously to think in a certain way. … I was an engineer, so that definitely opened up my mind a little more.”

On his key leadership learnings as CEO: “First, delegating. I’m not good at delegating. I’m working on it more and more. However, I have realized that once you are able to hire the right people and have the right people in place … delegating comes more easily and more naturally. So, that I had to learn as a younger manager — I wasn’t good at all at that. But also at the time, I didn’t even grasp the importance of having the right team in place. And the right team in place, in my opinion, is not a bunch of people who think like you. Actually, I love a healthy discussion and disagreement in the team. … Diversity of opinions is important, as long as the manager, in this case me, takes responsibility for the decisions made at the team level.”

Walgreens is working with LiveRamp to give its advertisers hands-on access to data from its 101 million loyalty program members.

Through the partnership, Walgreens Advertising Group—or WAG—is offering a clean room solution that lets advertisers target customized groups of Walgreens customers across walled gardens and the open web. Advertisers can then connect that targeting data back to Walgreen’s sales data, giving a clearer picture of which ads work.

Using LiveRamp’s conversion APIs, advertisers can see “real incremental sales—not attributed sales—on over 450 offsite platforms,” said Abishake Subramanian, group vp of customer marketing and media monetization at Walgreens.

WAG is one of many retail media networks partnering with tech companies to improve their pitch to advertisers as the retail media landscape gets more crowded and more competitive.

“For advertisers to want to continue to spend money—or spend money in the first place—they should have access [to] and understanding of who they’re targeting, why they’re targeting them, and the effectiveness,” Kevin Dunn, svp of brands and agencies at LiveRamp, told ADWEEK.

In addition to improving measurement tools to capture incremental return on ad spend, the LiveRamp deal helps WAG get its clients’ ads into the market faster and allows for more efficient audience targeting and secure data integration, Dunn said.

“The power of retail media is they have the transactions, and so they can really show you—at least within WAG—are you growing a category? Are you getting a new buyer?” Dunn said.

Story Continues