Peloton, a manufacturer of exercise equipment and a platform for interactive fitness, combined elegant hardware, top-notch fitness classes led by world-class athletes, the largest network of subscribers in the industry, and user-to-user social connectivity that provided a more engaging experience than the usual at-home workout. The COVID-19 pandemic brought unprecedented demand for Peloton’s products, but decreased post-quarantine demand and a series of strategic missteps and negative publicity presented unanticipated challenges for the fitness giant. Furthermore, it operated in an increasingly competitive industry: boutique fitness operations, connected fitness platforms and trackers, and enterprise fitness efforts all vied alongside Peloton for consumer interest. How would it meet these strategic challenges?