![]() ![]() You will find adjustable magnetic resistance that provides a good degree of challenge for users of all levels and this is one of the key distinctions between the IC400 Pro and Elite models – with the slightly less well spec’d Elite model having friction based resistance (which can lead to more wear and tear over time) as well as a less heavy duty flywheel. In addition to the super sturdy frame, there is a 3 piece crank, hefty 22kg flywheel and a direct belt driven system that provides a surprisingly smooth ride experience. The JLL IC400 Pro sports an incredibly robust frame that is made from heavy gauge steel and as such can withstand a maximum user weight of up to 150kg – this is pretty heavy duty for a model at this price point. The IC400 Pro sits pretty much at the top of the tree in terms of the JLL range and although it is the most expensive model they make, it still compares very favourably on price when compared to competitor models with similar levels of functionality and build quality. The IC400 Pro is the latest in a long running range of these bikes with the 200, 300 and 400 Elite all having a long running history of being good quality indoor studio cycles. JLL are not new to the studio cycle game and have been making spin bikes for well over a decade. Having given it the full Fitness Push test treatment, we are happy to now bring you our full unadulterated JLL IC400 Pro review. We decided to find out what all the fuss was about and so we took one on test for a few weeks. Perhaps the most successful in their range has been the JLL IC400 Pro indoor studio cycle – and if user reviews are anything to go by it seems to be a bit of a fans favourite. And, finally, its success should also be measured by its impact on the global JLL business as a whole, both in terms of financial gains and wheter it achieves the transition into a “tech company that does real estate”.As more and more people look for high quality cardio options for their home workouts, JLL Fitness has become one of the ‘go to’ brands for affordable and functional home workout equipment. On the other hand, it should also be measured by how much the revenue from its internal technology products will grow from its current purported $100 million base. Will it translate into a big success for the company? That remains to be seen, and will depend on the one hand by how Spark’s investments perform, bearing in mind that these companies do have a head start on the competition through their access to JLL itself and to its clients. Placing its co-CEOs on JLL’s executive board definitely shows that JLL is serious about PropTech. So, is JLL Technologies big news? Well, yes, it is. This goes hand in hand with their drive to deploy tech that can automate mundane tasks in order to free up property managers’ time so they can deliver higher value service to tenants.Īs Lerner put it, “tenants want to concentrate on their business, everything else is secondary, and we want them to be able to do this without distractions.” He went on to share that “we are interested in next-gen companies with a strong machine learning component, as it allows for advanced data processing and automation, in order to exponentially improve commercial real estate companies’ current operations with decision-making insights.” The co-CEOs are also very focused on what they call the tenant experience stack be it conversational smartphone workflow app JiLL for single occupiers, tenant amenity app HqO for multi-tenanted commercial buildings, or resident experience app Livly for multifamily buildings. For example, they intend to take existing U.S.-based products such as cloud-based facilities management solution Corrigo global. ![]() They also want to grow what they already have. According to Shah, this means making big bets on areas they know they can accelerate, and focusing on them, with the goal of helping their clients figure out their optimal tech strategy and integrate the right products into that. Lerner and Shah both look forward to use their newfound reach across JLL services to focus on opportunities that will have the biggest positive impact for their shareholders, employees, and occupiers. The aim, now, is to have a cohesive go to market strategy for all technology products and services, and to create maximum horizontal access within the division’s remit. Previously, the growth team would do this by helping them sell their products to the various other organizations that are now part of JLL Technologies. Shah reckons that having Spark under the JLL Technologies umbrella will make it easier for its portfolio companies to reach JLL’s clients. ![]()
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