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iRobot, the U.S. manufacturer of Roomba robotic vacuum cleaners, chose not to participate in CES 2026 amid ongoing efforts to stabilize its operations after declaring bankruptcy and reaching an agreement for a takeover by its largest creditor, Shenzhen-based Picea Robotics.
This absence highlights the company’s prolonged decline and widening gap with Chinese competitors such as Roborock Technology, Dreame Technology, and Narwal Robotics, all of which showcased new products at the Las Vegas trade show. Last month, iRobot agreed to convert Picea’s debt claims into full ownership after filing for bankruptcy on December 14.
“It’s understandable that iRobot didn’t bring new products to boost its brand presence,” commented Wang Hao, who is familiar with Picea’s internal management. Even under normal circumstances, iRobot has lagged behind Chinese rivals in product updates, contributing to its current difficulties, Wang added.
For years, iRobot has trailed Chinese companies in innovation and technological advancements. The immediate priority is to halt the decline and stabilize the business before gradually working toward a recovery, possibly within the coming year or two, Wang explained.
The acquisition by Picea was not a strategic move driven by deliberate planning. Poor business conditions left iRobot unable to pay for supplies from Picea, making the takeover a necessity to recover losses. Most of the deal was settled with unpaid receivables from iRobot rather than cash.
Last August, Picea, which manufactures contract electronics and owns the smart home brand 3i, gained agency rights for iRobot in China, aiming to unlock growth locally through regional operations. However, Wang believes iRobot has little chance of success in the Chinese market, where consumers are highly selective. Instead, the focus should be on rebuilding overseas markets.
The acquisition offers two potential benefits for Picea. First, iRobot retains relatively strong brand loyalty in some developed countries, particularly being the leading robot vacuum brand in Japan. Second, it holds a portfolio of existing overseas patents.
Strategic Choices for Two Brands
Following the acquisition, Picea will face tough decisions about resource distribution—whether to prioritize its own brand, 3i, or the iRobot brand in terms of investments in capital and talent.
Wang suggests that Picea likely won’t develop one brand while neglecting the other. Chairman Yang Yong will need to reposition and allocate resources between both, a challenge given that few global companies operate two robot vacuum brands simultaneously. Companies like Roborock, Ecovacs Robotics, and Narwal tend to focus on a single brand. “Effectively balancing support and development between both brands will be a major test for the management team moving forward,” Wang stated.
Even with the potential revival of iRobot, Picea must navigate the tricky terrain of managing both business-to-business (B2B) and business-to-consumer (B2C) segments. Since Picea mostly handles OEM manufacturing, risking the loss of key clients is a concern. “If profit margins and growth prospects are better in B2C,” Wang noted, “the company might gradually reduce its B2B activities and focus on expanding its B2C operations to offset losses. You can’t easily do both simultaneously.”
This pattern has been observed before in the industry. Ecovacs initially operated as an OEM before shifting focus to its own consumer brand, and Roborock, originally a Xiaomi supplier, abandoned OEM activities after establishing its brand.
If Yang views the iRobot acquisition as merely a temporary measure, there’s a chance he might sell the company once stability is achieved. “Reselling iRobot could be an option if he wants to improve financial metrics and boost operational performance through staff adjustments,” Wang suggested.
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