Big sporting events inspire millions. But behind the excitement of such events lies a complex reality: financial survival. How can organizers plan years ahead while costs fluctuate and risks multiply? And how do strategies differ for one-off events compared to recurring competitions? At the SPORT BRAND MEDIA conference, Elisa Schorno and Gabriela Buchs answered all these questions.
Discover more key insights on the future of the sports industry, from event management to strategic adaptation and learn how sports, brands, and media can stay ahead at the upcoming SPORT BRAND MEDIA conference at ISPO 2025. The conference takes place on 01 and 02 DEC.
The session began by setting the stage with two contrasting examples, the UCI Road World Championships in Zurich and the Tour de Suisse in Switzerland. While the former is a unique, one-off event in itself, the latter is an 8-day annual road cycling stage race.
Elisa Schorno, Head of Finance, ProTouch Global, explained how fast these formats shape financial planning from the start
With the one-off events, we tend to go from the project budget, which then covers several years. For recurring events like the Tour de Suisse, we usually work from an annual budget that repeats, adjusted year by year.
Elisa wasn’t done yet. She highlighted that the World Championships required setting an initial budget as early as 2019, four and a half years before the races began. That meant planning without the final team in place, while relying on very rough estimates. Inflation, hotel costs, and accessibility requirements all changed during that time.
On the other hand, the Tour de Suisse has the advantage of “experience values." As Gabriela Buchs, Co-Director of Event Operations, 2024 UCI Road & Para-Cycling Road World Championships Zurich, put it
You take the previous year and maybe the last three years, adjust depending on the canton you do it. The experience is extremely important.
This difference sets the tone that while one-time events are built on uncertainty, recurring events build on history.
One of the biggest differences in Zurich was just how early the process had to begin. Negotiations with the UCI started in 2019, and an agreement was signed in 2020, years before Elisa officially joined as Head of Finance. She described the challenge
Already four and a half years before the event, you have to set up something that will always serve as the basis for financial control. But the people responsible for implementation are not yet on board.
That disconnect created tension. The early “initiative budget” was often too rough, missing critical details like barrier-free infrastructure. Gaby recalled
At first, inclusion was forgotten. Things like ramps or toilets for accessibility, these details came up later and had a big impact on the budget.
By contrast, at the Tour de Suisse, the budget cycle is shorter and led by the same people year after year. As Gaby noted,
The same people budget and also have to implement it. That makes it much easier.
This shows how timing can shape financial accuracy. The earlier you start, the greater the uncertainty. Yet, starting early also had its benefits.
Elisa explained that the long lead time gave Zurich the chance to think big, and said
We could set ambitious goals for inclusion and sustainability because we had years to plan. Even though those goals stretched the budget, they gave the event a clear identity.
Gaby agreed, adding that such projects also create stronger political connections
When you start years in advance, you bring the cities, cantons, and stakeholders on board much earlier. That can make a difference when problems appear later.
Planning an event can be challenging - that’s why SPORT BRAND MEDIA chose Wasserman as their presenting partner
For their conference at ISPO 2025, SPORT BRAND MEDIA partnered with Wasserman, a global leader in sports and entertainment management, to bring expertise, creativity, and seamless execution to the event. Wasserman, with over 3,000 employees across 28 countries, specializes in consulting, marketing, and developing tailored solutions for brands and rights holders, as well as managing athletes and artists. Through Wasserman Live, the company will design the visual experience of the congress, including event spaces, interactive installations, and innovative brand activations, creating an immersive connection between sports, brands, and media for all participants.
Budgeting sounds straightforward, but the speakers made it clear it’s anything but. Elisa described how financial staff depend entirely on operational input:
As a financier, I can only collect the information, I can’t think of it myself.
She explained the tools, such as profit and loss statements, investment planning, and liquidity forecasting. But even with structure, things can be missed. For the Zurich event, the VIP tent became a problem when ramps and lifts had not been considered early enough. Costs rose unexpectedly. Gaby reflected on this gap and said,
At the beginning, it was really rough. You think of everything, but in detail many things are missing. Then suddenly you realize, oh, this is still needed.
At the Tour de Suisse, the process is far more precise. The budgeting is done bottom-up, with area managers and sales teams feeding in numbers. Elisa said,
We start with the operative people who plan their costs and revenues. I’m just the counterpart who asks for the information.
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Cash flow appeared to be one of the most critical challenges. Elisa compared it to the “march table” in cycling, which shows how fast riders will pass a point. She explained.
We want to know how we get through the rounds in terms of liquidity.
Planning inflows and outflows is vital, yet timing often creates stress. Sponsorships may come late, catering income is uncertain, and supplier payments often cluster around the event. Elisa admitted.
You can neither project them in height nor in timing,
Gaby emphasized the value of multi-year contracts
It makes everything safer and more plannable. You can agree on certain account payments with long-term partners. It’s much better than one-year deals.
Elisa agreed, pointing out that public funds provided strong security in Zurich, while last-minute sponsorship deals brought risk. She said
Revenue-dependent incomes like ticketing often come only after the event.
That creates pressure, because costs must be paid upfront. The takeaway was clear: liquidity planning is the lifeline of big events. Without careful monitoring, even successful events risk financial collapse one day.
Just as a race has intermediate sprints and final standings, financial management requires constant tracking. Elisa described project controlling as “the ongoing update of project success, to assess the risk.”
For Zurich, this meant constant revisions to the initial rough budget, especially as offers and contracts came in very late. She revealed
Valid forecasts only came three to six months before the World Cup.
At the Tour de Suisse, updates are less frequent because the base budget is already reliable. But Elisa warned against complacency
You should not neglect asking again and again and checking every position, even with recurring events.
Gaby positioned herself as a generalist, relying on experts to dive deep into accounting. She explained
I look at the overall picture. But the interplay between finance and operations is extremely important.
This shows that financial control is not a one-time activity. It’s rather a continuous process, adapting as real numbers replace projections.
One theme that stood out was the unexpected cost of inclusion. The UCI Para-Cycling Road World Championships in Zurich were the first fully inclusive cycling World Cup, hosting para and non-para athletes together. That meant barrier-free infrastructure was essential but it was not fully considered in the early budget.
Gaby recalled the surprises
You think it’s just toilets but then it’s ramps, tents, lifts. Suddenly the VIP tent was built in two pieces, and then we realized it didn’t work at all. It became too expensive.
These details highlight how values and vision directly impact finances. The drive for inclusion added complexity and costs, but also created an event that was historic and deeply meaningful.
As Elisa put it
You must fight for your reserve position. You can’t define the content when you’re discussing it, but you can be sure it will be needed.
Hidden costs will always appear, whether from inclusion, weather, or last-minute requirements. The solution is not perfect planning, but flexible reserves.
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Perhaps the most frustrating challenge discussed was the lack of knowledge transfer between events. Elisa explained that organizers often start almost from scratch. She noted
There are no IST values unless you have good connections to previous organizers.
Thomas asked why mistakes seem to be repeated. Gaby admitted
It starts with sponsoring and ends with project controlling. Much more would have to be fought for by the international association to make sure knowledge is passed on.
At the Tour de Suisse, knowledge sharing happens more naturally, with regular exchanges among organizers. But at global one-off events, the UCI provides guidelines yet little continuity. As Elisa pointed out
The UCI’s organizer guide is detailed, but every country is different. You can’t just copy and paste.
The result is inefficiency, repeated errors, and frustration for those who know things could be smoother.
Towards the end, Thomas asked a tough question: why take on the stress of a one-off World Championships at all, if it’s financially riskier than a recurring event?
Gaby’s answer was immediate:
It has a lot to do with emotions. To organize a big event and be part of it is something great. Especially with paracycling, for the first time they had the same stage, the same winning ceremony. These emotions are priceless.
Elisa added that one-off events also bring location marketing and social value. Cities and regions see them as investments beyond profit and loss. She explained
Value creation is often more important than the bottom-line result.
This exchange captured the heart of the matter. Finance is crucial, but so is meaning. Events are not just numbers; they are platforms for inclusion, pride, and legacy. Elisa also stressed that taking on such risk builds long-term capability
After a World Championship, your team is stronger. They’ve seen everything from early budgeting to last-minute crises. That expertise stays, and you can use it again.
Gaby added that such events also inspire volunteers and young professionals, saying
Many who worked with us in Zurich now want to stay in sport. That is part of the legacy too.
Managing the finances of major sporting events is less about perfect numbers and more about navigating uncertainty. The UCI Road World Championships in Zurich showed the risks of one-off events: early budgets, hidden costs, and constant revisions. The Tour de Suisse showed the benefits of repetition: experience values, reliable data, and smoother cycles.
Yet both also revealed the same truth that events depend on people, their expertise, their teamwork, and their willingness to adapt. And beyond the balance sheets, they depend on emotion. The pride of hosting a world championship, the inclusion of para-athletes on equal footing, the joy of fans along the roads, these cannot be measured in numbers alone.
In the end, finance is the backbone that makes such moments possible. And with better planning, stronger reserves, and real knowledge transfer, the future of large events can be both financially secure and emotionally unforgettable.
Discover how successful events come to life at the SPORT BRAND MEDIA Conference during ISPO 2025. Experience the congress firsthand through dynamic event spaces, interactive installations, and innovative brand activations, all designed to create an immersive connection between sports, brands, and media. The conference takes place on 01 and 02 DEC.
Former investment banker and racing driver John Carlstrom is currently picking up speed with his small Swedish fashion label John Hatter & Co. Inspired by the classic trucker cap, the label produces statement caps that feature famous quotes and sayings on high-quality aluminum plates. The caps are becoming an exclusive fashion accessory, with sprint icon Usain Bolt and Premier League star Jamie Vardy recently appearing on social media wearing John Hatter & Co. caps.
The small company with seven employees has just successfully secured a FIFA license for the 2026 FIFA World Cup, a huge success. Managing Director Carlstrom is an example of how courage, strategic thinking and pragmatism can lead to success. In an interview with ISPO, he explains how it all began, why PowerPoint is still an important tool for him and why John Hatter & Co. is presenting at ISPO 2025 for the first time.
John Carlstrom: During the European Football Championship last year, I arranged to meet a friend in a French restaurant in New York to watch soccer, France versus Spain. Wall Street wasn't far away, so a lot of business people came in, taking off their jackets and putting on French national team shirts. Some fans were wearing the classic Équipe Tricolore dad caps (editor's note: classic peaked caps). I sat there and thought to myself, why aren't there any cooler fan caps? And indeed - after a quick search, I realized that soccer caps have always looked the same for 30 years and there are no trucker caps as fan merch. So I thought to myself, I can do better than that. So I went for it and simply asked FIFA if I could do it.
Well, it sounds crazy, but I simply wrote to
We will be producing fan caps for every country participating in the World Cup - trucker caps. These will be available to buy in FIFA's official online store (store.fifa.com), at fan festivals or in the stadiums. I am particularly proud that we have managed to sell our caps in restaurants and bars. When I received the license agreement, I wondered why restaurants and bars were not listed as distribution options. FIFA hadn't thought about that at all and first had to validate it internally. Then I got the feedback that they approved my request and that I was now probably the only licensee allowed to distribute its products in bars and restaurants. I simply had to get this option approved because, firstly, the idea came to me in a restaurant and, secondly, sports bars are very popular in the USA. The next step will be to look for a chain to cooperate with during the World Cup.
I was CEO of an investment company for 12 years, had almost 50 employees, a very good salary and was successful. But I was bored and needed a new challenge. So I made an exit without knowing what was coming next. First of all, I went on a few trips with my wife and one day I had the idea of reinterpreting trucker caps. I realized that there was a gap in the market, nobody was producing exclusive statement caps at the time. And that was my plan. I wanted to create caps that would act as icebreakers or conversation starters. At the time, I knew nothing about wholesale, retail or e-commerce. But I said to my wife, I'm going to make hats. Hence the name "John Hatter". (Editor's note: "Hatter" means hatter in British). And then I designed my first collection. 80 different models, in Power Point. I still do that today. We went to China and probably visited 20-30 factories until I found one that met my quality standards. And then I ordered the first 10,000 caps and went out to sell them.
Caps are not accessories that you plan to buy. You see them and if you like them, you just take them with you. A hotel lobby seemed like a good idea to me. I flew to Miami, rented a fatbike, packed the caps in a rucksack and rode through the streets in search of cool hotels. The "W South Beach" was at the top of my list. Many movie stars, singers and pop stars stay there. At first they didn't want to, but when the first 30 caps were sold in record time, the whole business basically took off. And then we expanded into department stores, multi-brand stores and we are now represented at JD Sports and Snipes. I think that's also the reason why FIFA gave us a license. They know about our distribution capacity in a total of 50 countries. Last year, we sold a total of 180,000 caps worldwide.
Of course we want to open up new markets in the end. In New Zealand, for example, we are not yet represented with John Hatter & Co. Nor in some other countries that are taking part in the World Cup. We see this as a door opener, like the hotel in Miami in the early days. We could also imagine producing for international soccer leagues or clubs such as Real Madrid or Manchester City. And if we are successful next year, why not launch a collection for the upcoming Olympic Games or the European Football Championships?
Realistically, I would say 500,000 caps. My dream target would be 1 million caps.
Very few people know our brand "John Hatter & Co.", which also produces ski helmets, beanies and T-shirts. But FIFA is a brand that almost everyone knows. That's why it was important to me in the contract negotiations with FIFA that we were also allowed to appear at trade shows with our own brand alongside FIFA. Basically, we are focusing on finding new distribution partners. A large distributor with 2,000 or 3,000 sports stores worldwide can give our business an enormous boost in one fell swoop. And with the 2026 FIFA World Cup, we have the whole world as a potential buyer, so to speak. It's actually up to us to be successful. We have the hat on ourselves.
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China’s active lifestyle market is evolving fast, with consumers increasingly investing in health, wellness, and premium sports products. At the same time, this shift creates opportunities for brands that understand local audiences, innovate, and adapt to changing behaviors. In this interview, Adam Sandzer, Head of Strategy at Hot Pot China, highlights five key trends shaping the market and provides practical advice for Western brands of all sizes aiming to succeed in China’s dynamic landscape.
Discover new business opportunities and the latest retail concepts and innovations at ISPO 2025 where we take a focused deep dive into China’s retail strategies and best practices. Join us from 30. NOV. – 02. DEC. in Munich.
Adam Sandzer: The first thing to reference is the growth of relevant categories and subcategories within the active lifestyle segment. At Hot Pot China we have access to the sell-out data from the 3 major e-commerce platforms: Tmall, JD.com & Douyin. Across the 3 there has been growth across all the key categories and subcategories within the Sports & Outdoor department. This accelerated in 2024 and continued into H1 2025. Given that e-commerce is often 50% or more of total net sales, it is a good proxy for overall performance. For example, in the sportswear and outdoor categories (inc. apparel, footwear & equipment), net sales have increased 4% and 26% respectively in H1 2025 versus H1 2024. In a more challenging market, such growth is not universal across all sectors with fashion apparel (-4%) in particular slowing down. It is a true reflection of the value that consumers are placing on an active lifestyle. They want to live a better, healthier, longer life and sports and fitness are viewed as enablers of this. Life is the new luxury.
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Sandzer: We see currently five interesting developments:
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Sandzer: In a typical economic slowdown, consumers often "trade down," opting for more affordable alternatives. However, our e-commerce data from H1 2025 in China's active lifestyle segment defies this conventional wisdom. We observe a distinct premiumisation trend, where consumers are actively "trading up" within these categories.
This is not a blanket luxury spending spree, but a calculated investment in value. When consumers do spend, they demand the best: superior materials, cutting-edge technology, innovative design, and brands that align with their aspirational, healthier lifestyles. The significant growth in higher price segments underscores this. For instance, athleisure wear priced at $80+ saw a 20% growth in H1 2025 on Tmall, Jd.com & Douyin, while outdoor jackets priced $220+ surged by 57%. These are the highest growth rates across all price tiers in their respective categories, clearly demonstrating that consumers are willing to pay for perceived quality and performance.
Brands that embody this "premium value" proposition are thriving. Hoka One, with over 95% of its running shoes sold above $100, achieved an astonishing 112% growth in H1 2025. Similarly, Descente, a brand where 70% of products are sold above $135, saw its outdoor apparel sales leap by 142%. This indicates that consumers perceive a strong price-value equation in these premium offerings; the investment is justified by the enhanced performance, comfort, style, and ultimately, the contribution to their well-being.
A key driver behind this phenomenon is the reallocation of consumer spending. As traditional luxury purchases (e.g., high-end fashion garments) face cutbacks, a portion of that discretionary budget is being redirected towards active lifestyle products. The cost, even at the premium end of activewear, is still significantly lower than a high-fashion item, making it an accessible form of "new luxury" that directly contributes to personal health and self-improvement. It's a reflection of a deeper societal shift where wellness and self-care are becoming the ultimate status symbols.
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Sandzer: The shift in sales from Alibaba’s Tmall to Bytedance’s Douyin over the last 2-3 years has been well documented in China. This has continued into 2025 with Douyin taking the leading share across many categories and sub-categories within the active lifestyle segment. In sportswear and outdoor overall, Douyin commanded 39% and 52% share respectively in H1 2025. Likewise, in more specific products like running shoes and down jackets, Douyin has 38% and 73% share, respectively. In all cases, Douyin share was negligible versus Tmall and even JD.com just 3 years ago!
Douyin's success is rooted in its seamless shopper journey, transforming entertainment into instant purchase. Its short-video and livestreaming format creates an immersive, engaging, and highly conversion-driven environment. Consumers discover products through compelling content, often via livestreams, and can make impulse purchases with minimal friction.
However, a deeper analysis of sales by store reveals a crucial emerging nuance: significant seller fragmentation on Douyin compared to Tmall. Indeed, across the majority of categories & sub-categories the top 10 stores are generally established brands Tmall flagships. For example, in athleisure wear and outdoor apparel, 7 out of the top 10 stores were on Tmall with only 1 on Douyin. Indeed, Douyin exhibits a far more diverse and decentralized seller landscape - a brand's presence there often involves numerous, more segmented stores (e.g., "Nike Footwear" vs. "Nike Official Flagship Store"). This also indicates that many more sellers, including smaller merchants e.g., livestream KOLs, are finding success on this platform.
Additionally, this fragmentation suggests that the traditional "brand-first" search and discovery model prevalent on Tmall is evolving on Douyin. Consumers are being presented with products from various sellers concurrently during their browsing and content consumption. This demands a different approach for brands: they need to adapt to a more fluid, competitive environment where "in-the-moment" decision-making is paramount, and brands are positioned directly alongside competitors. Adopting strategies akin to multi-brand retail, where product visibility and immediate appeal are key, becomes crucial for optimizing Douyin presence. It's an exciting, yet challenging, dynamic for market players.
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Sandzer: Yes. This is what we call: “Local Brand Leadership: The Rise of Domestic Powerhouses”. The days when Nike and Adidas unequivocally dominated China's active lifestyle market are fading. A profound shift towards local brand leadership is firmly established, with Chinese giants like Anta Sportswear and Li-Ning now dominating key sub-categories. In H1 2025, our data shows that 6 out of the top 10 running shoe brands across Tmall, JD.com, and Douyin were local, with 12 out of the top 25 also being Chinese brands.
This ascent is not merely due to nationalistic sentiment, though that plays a part. These local brands have matured significantly, becoming highly innovative, technologically advanced, and incredibly agile in their go-to-market strategies. They possess a deep understanding of the unique preferences, cultural nuances, and evolving lifestyle trends of the young Chinese consumer base. Furthermore, they often offer better price-value propositions without compromising on quality or style. Anta, for instance, has leveraged its comprehensive portfolio (including brands like Fila and Descente) to build significant market share.
The success of these local powerhouses signifies that for global brands, simply relying on a recognized logo is no longer sufficient. To maintain relevance and market share, international brands must significantly elevate their game in terms of product innovation, localised marketing, and consumer engagement. The competitive landscape is intense, and neglecting the strength and ambition of these Chinese competitors could lead to being left behind, not just in China but potentially on the global stage as these brands increasingly expand internationally.
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Sandzer: Yes, that’s the “Specialist Brands & Innovation” Topic: “The Niche-Capturing Share”. While established global brands like Nike and Adidas still command significant presence due to their maturity and broad platform reach, their growth rates have noticeably slowed. Conversely, challenger brands, often highly specialized and innovation-driven, are experiencing robust, double-digit growth. This trend directly ties into the premiumisation phenomenon, as discerning Chinese consumers are actively seeking out unique offerings.
Our data from H1 2025 clearly illustrates this: Brooks running shoes, a specialized brand, saw a phenomenal 187% growth compared to H1 2024. This indicates a strong consumer hunger for brands that bring something truly different and specific to the market. Consumers are looking for performance, design, and technology that caters to their evolving interests in various active pursuits, from specific running styles (e.g., trail running, road racing) to niche outdoor activities.
For new market entrants or smaller global brands, this presents a significant opportunity. While China remains a challenging market to enter due to its complexity and intense competition, a highly unique product, a strong innovation story, and a focused specialization can provide a crucial competitive edge. The key is to strategically identify these market gaps, effectively communicate the unique value proposition, and ensure products reach the "right people" through targeted channels and authentic community engagement. This approach can unlock substantial growth and incremental revenue, demonstrating that differentiation is paramount for success.
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Sandzer: In an increasingly digital-first commerce landscape, the significance of physical, offline experiences and community building remains fundamental to brand success in China's active lifestyle segment. Consumers are prioritizing "lifestyle" more than ever, and this extends beyond product ownership to encompass participation, connection, and shared experiences. While a strategy of rolling out hundreds of generic retail touchpoints may be outdated, strategic, meaningful offline engagement is vital.
We've observed incredible brand activations in the past six months that exemplify this. On Running's transformation of its Shanghai Xintiandi store into a "cushioned oasis" in March, demonstrating its CloudTec Phase technology, is a prime example. Beyond the in-store spectacle, their strategy extends to hosting over 50 running events across 20+ cities, even partnering with local eateries and florists in Shanghai for unique "edible steamed bun medals" and flower prizes. This bespoke blend of sport and local culture fosters deep engagement.
Similarly, nutritional supplement brand Swisse's collaboration with Chinese gym chain Super Monkey in April across 53 locations in seven cities showcased a synergistic approach. Their high-energy outdoor fitness event in Shanghai, featuring influencers and trainers, distributed samples and gym coupons, seamlessly blending wellness, community, and brand experience.
In June, German footwear brand Birkenstock's immersive pop-up at Shanghai’s West Bund brought its heritage of foot health to life. The "sand walking zone" and interactive displays on its footbed system provided a unique, educational, and sensory experience. Collaborations with local community groups for city walks, handpan music, and foot yoga further localized the brand, resonating with Shanghai's evolving wellness culture.
These initiatives highlight that offline presence is no longer just about sales; it's about creating engaging, entertaining, and "Rednote-worthy" (出片) moments that consumers want to share. This directly addresses the deep-seated desire for belonging and connection that is core to Chinese culture. The explosion of running, hiking, cycling clubs, and specialized facilities underscores this. Brands like Lululemon, Hoka One, and Arc'teryx have mastered this by leveraging both online and offline touchpoints to build vibrant communities that extend the consumer experience far beyond the initial product purchase. Their loyalty programs, sometimes even offering non-traditional activities like art classes (as seen with Arc'teryx), exemplify a holistic approach to fostering deep emotional connections with their members.
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Sandzer: Do not underestimate them! They are no longer copycat brands offering inferior products. As above, they are innovative, technologically advanced, faster to market, and often offer better prices. Indeed, have the humility to see what you can learn from them and even consider collaborating with them. They are not only your competitors in China they are coming for your market share on a global level too.
Despite this, I still feel optimistic about Western Brands prospects in China. There is still enough room for new market entrants but you are going to need to work much harder to succeed. As referenced, the key is going to be having innovative products that offer something unique to the market and Chinese active lifestyle consumers. They are looking to elevate their performance as well as look & feel. This not only applies to the product itself but also the experience you offer. Can you help them with a sense of belonging and providing a platform for community and even learning. Arcteryx loyalty program is a great example of this - they even offer art classes to their members!
The other thing I believe remains important is authenticity. If a brand is performing well globally then this can still translate well into China. In this case, staying true to your DNA, in recognition that the world is more borderless than ever is important for new market entrants.
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Sandzer: Absolutely. Actually the wheels were put in motion for this upswing long before COVID. The government has actively been encouraging healthier lifestyles for the best part of 20 years. Levels of obesity and poor health were becoming intolerable for an aging nation so policies to encourage people to be active and get outdoors have been implemented and accelerated over the last few years. Usually when the government pushes something in China it comes to fruition and much of the growth seen within this sector can be attributed to it. That said, of course, self-motivation and social encouragement has played its part. Platforms like Rednote & Douyin provide so much content and inspiration whilst product accessibility is at an all time high.
We also see employers taking a more pro-active role in recent years. The 996 work culture (in 9am to 9pm, 6 days per week) is well documented in China but staff are increasingly encouraged and feel confident to live a more balanced and healthier lifestyle.
I also mentioned infrastructure and this has really developed positively in the past few years. The volume and quality of gyms, running tracks, cycling tracks, parks, trails etc. if accelerating day-by-day. Evidently this is a great stimulant for participation. It’s much easier to be active if there is a location in close proximity to one's home or place of work.
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Sandzer: There is little doubt that offline has lost significant purchase share to e-commerce. However, as referenced above, there is still no substitute for a tangible experience. Offline remains a core component of any brand's China strategy. This is especially the case within the active lifestyle segment where consumers want to try new brands and products as well as get a sense for whether a brand is relevant ‘for me’.
These days, it’s less about flagship stores in malls, concessions in department stores or volume franchise counters and more about creating an experience. If you have the budget then a whizz bang flagship in a premier location is of course relevant but even if you don’t a series of pop-ups or events can very much do the job. The key is to create something engaging, entertaining and ‘instagrammable’ or 出片 (chupian) in Chinese. Consumers want to tell the world when they have enjoyed an unforgettable experience. This cannot be replicated online, even if livestreams are becoming more engaging with out of studio locations becoming popular.
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Sandzer: The ultimate test of performance lies in the ability to generate incremental revenue and growth but in a profitable way. Profitability is hard to fully determine but regardless there are several global brands within the active lifestyle segment that standout.
Throughout my responses I have referenced many brands that appear to be performing very well in the active lifestyle segment: Lululemon, Hoka One, On, Brooks, Descente etc. The common threads for success have also already been referenced. To summarise:
It’s also worth shouting out the local brands again. They have done an incredible job of shifting the narrative domestically and I have a strong belief that they will start to do so internationally.
Additionally, make no mistake - the established global sportswear giants are reacting and we have seen some strong product launches and activations in recent months. Whether it’s too late will become clear over the next 12-18 months.
China’s active lifestyle segment is booming, driven by premiumisation, digital innovation, and the rise of local powerhouses. For international sports brands, this market offers significant opportunities but success requires more than a recognizable logo. Brands that understand local consumer behaviors, invest in product innovation, leverage both online and offline channels, and create authentic, engaging experiences can capture attention and build loyalty. With the right strategies, global players can establish a strong foothold, differentiate themselves from domestic competitors, and tap into China’s growing demand for health, wellness, and premium active lifestyle products. This means: adapt, innovate and connect deeply with consumers to thrive in one of the world’s most dynamic sports markets.
Discover the latest retail concepts, innovations, and business opportunities for your brand at ISPO 2025. As the global sports industry’s leading event, ISPO offers an in-depth look at China’s retail strategies and best practices. Together with market expert Oliver Wang, we’ll explore key market shifts and how brands can successfully adapt. From 30. NOV. – 02. DEC. in Munich.
For any brand that’s been around for centuries, evolution isn’t just an option for it but rather essential. But how do you transform something with such deep roots without losing its soul? At the SPORT BRAND MEDIA conference, Stefan Ostertag, Chief Marketing Officer at Schöffel, took the audience behind the scenes of the company’s ambitious rebranding journey. Instead of simply updating visuals or launching another product line for today’s customers, Schöffel dives deeper with these questions: “Who are we really? What is our identity? And above all, the question, and it's usually a little harder, who are we not?”
Learn more about brand strategies, discover how the sports industry is set to evolve and how sports, brands, and media can successfully adapt. The conference takes place on 01 and 02 DEC.
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Schöffel’s transformation was strikingly deliberate. It wasn’t driven by declining sales or market pressure, but by a strategic, forward-thinking decision rooted in brand clarity and customer alignment since 1804. Ostertag emphasized that Schöffel didn’t need to chase growth at any cost. Instead, the team focused on their core regions (DACH, France, and Benelux) and chose sustainable growth by continuing to excel at what they do best: premium outdoor textiles for outdoor lovers. Ostertag reveals
We decided to expand what we already do well. This was a conscious choice, not a fallback.
This clarity helped the brand avoid trend-chasing and unnecessary overhauls, resulting in a transformation that feels both timely and timeless, driven by purpose rather than panic.
Schöffel’s transformation highlights the importance of staying true to your brand while evolving with the times. By focusing on what they do best, Schöffel didn’t chase fleeting trends but instead embraced a thoughtful, customer-centric approach. The lesson is clear: you don’t have to be the loudest to be heard. Authenticity, clarity, and a deep alignment with your customers are the keys to lasting success. It's not about reinventing your brand, but more about rediscovering what truly matters and building on that foundation.
More about discovering the right strategy and understanding the role of media will be covered at the Sport Brand Media Conference at ISPO 2025. Learn more about strong leadership, as well as how the sports industry is set to evolve and how your brand can adapt without losing your authenticity. The conference takes place on 01 and 02 DEC.
China is driving the textile industry forward with both private and state investments, supported by innovative manufacturers and retailers focusing on sustainable materials, nanotechnology fabrics, and vertical supply chains. At the same time, retailers in cities like Shanghai are modernizing the shopping experience with lifestyle concepts that boost fitness, leisure activities, and online sales. For brands, retailers, and decision-makers in the sports industry, this opens up major opportunities, from vertical production models to new market entry strategies.
Discover new business opportunities and the latest retail concepts and innovations at ISPO 2025 where we take a focused deep dive into China’s retail strategies and best practices. Join us from 30. NOV. – 02. DEC. in Munich.
SportsInnov Club: Building a Global Innovation Network
Oliver Wang, founder of the SportsInnov Club connects brands and retailers both in China and globally, creating an ecosystem for sports product innovation in China. By connecting premium China brands, including Bosideng and Kailas, Wang is a familiar face on the ISPO showground. His idea is to create a community with sports designers and help those sports brands to develop innovations.
SportsInnov Club's team is located in the stunning Design Innovation Institute Shanghai (DIIS): a beautiful 20th Century building combining Gothic Revival and Art Deco. It is dwarfed by the surrounding skyscrapers, especially the newly opened Shanghai Magnolia Plaza, with 320 meters height. Built in 1934, the building serves as a hub of innovation, not just for the sports and textiles sector but for traditional and modern industries alike.
The legacy of British magnate Henry Lester is evident as you walk through the building, where discussions and ideas from the last 80 years flow through the corridors and into the auditorium. Initially, the Henry Lester Institute of Technical Education, before the DIIS took the helm, was a non-profit organization funded by the Shanghai government. Now, it is home to multiple start-ups, including those embracing designs, food technology, pharmaceutical packaging, and AI, which are housed in individual high-ceiling rooms with large windows for naturally lit spaces. An oasis of the past that houses the developments of the future. It is no surprise that there is a waiting list for start-ups from all industries.
LifeLabs: Redefining Comfort with Nanotechnology
In a previously academic environment, it is quite fitting to find LifeLabs, the winner of the ISPO Textrends Best Product for Insulation, located there. Benton Wang, marketing director, told ISPO the actual nanotechnology-based textile innovation can dynamically manage the infrared radiation from the human body to provide thermal comfort. This technolgy is a result of the work of Professor Yi Cui of Stanford University, who was initially looking into more efficient energy use as Professor of Materials Science and Engineering and efficiency in buildings.
The technology utilizes a polyethylene (PE) material with a specific structure that can either reflect or transmit the body's infrared radiation, depending on the ambient temperature. This allows the textile to keep the body at an optimal temperature range of 33-34°C.
Benton Wang explained
The technology is being commercialized in two product lines - "Cool Life" for cooling and "Warm Life" for warming. The company is working with textile mills to integrate this technology into various fabric blends and is also exploring sustainable dyeing methods like dope-dyeing to enhance the product's environmental benefits further.
Across town, Unitex, the award-winning circular and warp knitter with green-level factory certification and bluesign accreditation, has established the Design Innovation Centre. This immersive space is a far cry from the showrooms of the past, yet one that offers an engaging experience where information is shared.
Chris Lei, director of innovation, emphasizes
We welcome visits from global brand partners, academic researchers, and innovation teams who are passionate about material advancement and responsible manufacturing. The Centre fosters hands-on experimentation and deep dialogue around product ideation, testing, and commercialization.
The decision to invest in and create this inspirational space, which combines a coffee shop and an art gallery featuring textiles, is in line with the philosophy that Unitex is built on: sustainability.
Lei added
Our next major goal is to deepen our presence in key global markets by aligning cutting-edge textile innovation with sustainability at every level of our operation. As one of the few mills built from the ground up with a sustainability-first mindset, we are committed to leading the industry. Not just by offering eco-conscious materials, but by transforming the supply chain itself. We are also exploring cross-sector partnerships that will enable traceability, closed-loop recycling, and greater transparency. An essential leap for the industry.
For the future, Lei envisions a supply chain that is not only leaner but also smarter: with digitalization, traceability, and shared responsibility at its core. The implementation of broader adoption of blockchain-enabled material tracking, on-demand production to reduce excess inventory, and greater integration of carbon accounting tools across suppliers is also on the horizon.
Suntion China Group, another award-winning textile manufacturer, is halfway through their latest investment, which is taking them to becoming a vertical textile supplier. With an investment of 1 billion Yuan (approximately $ 120 million), the final stage of their state-of-the-art spinning factory is scheduled to open at the beginning of next year.
Walking the latest addition to the factory and seeing the state-of-the-art equipment being installed, the scales give you a sense that Suntion is serious about moving forward and delivering an efficient offering.
Despite market uncertainty, especially with increased tariffs to the US, the mood from China is you have to speculate to accumulate regardless of the disruption. The investment and development vertically leads to a more efficient supply chain, which is appealing when it comes to the arrival of the digital product passport (DPP) and complete transparency of sourcing and manufacturing. It is also a way to invest: to improve the efficiency of the supply chain also enables a stronger sustainability.
However, the downside to any new developments and investments is that they have a knock-on effect on existing and established textile companies that haven't pursued a vertical output, leading to closures, which is a pain point for an ambitious economy.
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The same can be said about Shanghai retail, as it moves north up the Bund and shifts away from traditional skyscraper shopping malls to more immersive experiences with outdoor spaces. Shanghai Xintiandi is a large-scale, master-planned city core redevelopment project comprising residential, office, retail, entertainment, and cultural properties in the heart of the city. This flagship development seamlessly integrates early 20th-century Shikumen architecture with contemporary urban lifestyle, fashion elements, modern features, and facilities.
The urban renewal project was initiated by private investment from Hong Kong, with a government land tender involved in the acquisition of the area, paving the way for other investors to enter the mainland. This isn't just happening in Shanghai but throughout China's first and second-tier cities.
The outdoor space is a network of old streets featuring restaurants from around the globe, alongside luxury brands from fashion and beauty, as well as sports and outdoors, including Lululemon, ON Running, and Descente.
The latest Government investment is focused on the development of the north of the Bund. Green areas outline the river, providing opportunities for running, cycling, or skateboarding. The Chinese Government has always been keen on keeping a population of over 1 billion people active, recognizing the benefits of sport on public health.
Youth fitness is key, with data released in 2024 showing that 19 percent of Chinese children aged 6 to 17 are overweight or obese, while another study in 2023 found that 52.7 percent are affected by myopia. In response, China's 14th Five-Year Plan, set to conclude in 2025, and its long-range objectives through 2035 call for implementing a preschool nutrition improvement program, controlling childhood obesity and myopia, and ensuring time for school physical education and extracurricular exercise.
Selling in China isn't as easy as it was in the past, where a brand name alone would generate sales. Competition is fierce, especially among the new Gen Y designers and consumers alike, and if you don't have a unique selling point (USP), it's best to avoid it.
As Oliver Wang from SportsInnov Club explained:
So I think for the new generation from China, those Chinese young people, there's nothing special with a brand, whether it comes from abroad or local China, it has to have a special reason for them to buy. For my generation, and even those a little younger, we still think, 'Ah, okay, the brands from the US and Europe must be better.' However, for the young generation, it's the same. I think everyone is saying, if I want to buy you, I buy this brand; there must be a reason.
China-grown sports and outdoor brands are emerging as top choices, offering high-quality ingredients, competitive prices, and a retail experience. Banana In is one such brand delivering on all points, from performance to price. But despite the investment in bricks and mortar, it isn't the offline locations that generate the sales.
Wang pointed out
If the only accounts rely on the offline sales, they never can break even. So these offline sales deliver the experience, deliver the value, add value feeling to the consumers that they, in the end, will purchase online.
This is evident in many retail spaces, where instead of bustling sales, you often see the opposite.
Offering advice for brands to enter the China market, Wang is cautious
So as long as it's unique, they have a better chance. Of course, the strategy and the partners are also essential; it's a highly complex market. You need to identify the target consumers and determine how to effectively reach them through online channels, e-commerce, social media, or even an offline experience center. Even like the clubs, some of them are offering clubs and, you know, connecting that way.
What is interesting is that some brands considering entering the market are building up their following before even opening a sales platform.
It isn't just youth health that the Chinese Government has its eyes on, it is also cross-generational. Across the Bund, a green area has been developed for day camping, where consumers come with all their kit to set up for the day.
Wang shared
The pandemic was a trigger point for the whole society to have more focus and more attention towards health and welfare and in general like to also that's the motivation. At the same time, I believe the Government's facility infrastructure development delivers powerful support for this kind of growth or expansion. As you can imagine, the banks of the river have been significantly affected by the Government over the last five years. So you can run and cycle along it.
The green areas along the Bund, which provide opportunities for the Shanghai population to take time out for sporting activities and day camping, are encouraging more consumers to experience this. With parking readily available under the Bund, a handy app connects you to restaurants to deliver food directly to your location. You pack up and go back home. Daytime camping is the new leisure and social activity, and considering the number of consumers, the potential is enormous for both apparel and equipment.
China’s evolving textile and sports landscape offers significant opportunities for the global sports business. Investments in vertical supply chains and smart production create efficiency and transparency, while innovation hubs open doors for cross-sector collaboration. At the same time, new retail concepts and health-driven initiatives are shaping consumer behavior, offering brands and retailers fresh entry points into a dynamic market. For the sports industry, these shifts present a chance to align with sustainability, tap into growing demand, and strengthen international partnerships.
Discover the latest retail concepts, innovations, and business opportunities for your brand at ISPO 2025. As the global sports industry’s leading event, ISPO offers an in-depth look at China’s retail strategies and best practices. Together with market expert Oliver Wang, we’ll explore key market shifts and how brands can successfully adapt. From 30. NOV. – 02. DEC. in Munich.