Lobbying has a dubious reputation. But at the latest since countless gyms and ski resorts were forced to close in the pandemic, it's clear that sport needs a louder voice in politics. But how does lobbying for good work? Laura Santucci once helped orchestrate Barack Obama's presidential campaign. She reveals that if you want to shape policy, position papers won't get you very far.
No healthy society without sports. School sports counteract obesity from an early age and create an appetite for exercise. Sports programs such as fitness studios and sports clubs provide a physical and mental balance and prevent lifestyle diseases.
But when it comes to political decisions, sports have often been left on the sidelines: In Germany, almost every fourth hour of physical education at school is cancelled. Fitness studios, sports clubs or ski resorts had to close for months despite elaborated hygiene concepts in Europe and struggled for their economic survival.
"In Germany, the too-quiet outdoor sports lobby was a weak point in the corona pandemic," criticized Prof. Dr. Manuel Sand from the Adventure Campus Treuchtlingen in an ISPO.com interview.
But how can associations and labels give sport the voice that does justice to its social role? How can lobbying for good succeed in creating legal framework conditions for a healthy society, sustainability and fair working conditions? Laura Santucci should know.
The U.S. citizen was once a campaign advisor to Barack Obama during his presidential campaign and worked as a Assistant to the Obama administration in the White House. She also worked for the United Nations World Food Programme in Rome. As part of the Outdoor Conference, she gave unique insights at OutDoor by ISPO 2022 into successful lobbying - for good!
Her most important principle: "If you're not at the table, you're on the menu." To ensure the sport has its place at the negotiating table, Santucci, who successfully represented the interests of nursing and hospital staff before her Obama stint, recommends working on two fronts: "You need to have an inside and outside game."
The "inside game" is meetings with political decision-makers in parliaments, ministries or commissions, for example. The task here: Network and sound out interests. "What motivates the individual legislators? You don't find that out by having a nice position paper. You have to make contacts and get into the backyards. Having discretion is really important here." This is not the way to win a beauty prize, "but you’re winning for your industry".
The principle of "the more powerful, the better" does not automatically apply, according to Dr. Martin Frick of the United Nations World Food Programme, who was also a speaker at the Outdoor Conference: "Access to higher level does not necessarily mean more power." Thus, he said, calls from the German sports industry for a newly established Ministry of Sport as a point of contact are not a panacea. Rather, lobbying at the local and state level could open doors with a much smaller lever.
The "outside game" consists of PR work: whether in advertising campaigns, social media, interviews or commissioned studies. Here, the sports industry can set its own topics and thus enrich and help steer the social debate. Dr. Frick encourages the sports and outdoor industry to become even more active here. "You are not just selling caps, sneakers, bikes or tents. You are selling an identity and a lifestyle that is connected to your brands. The people who are watching your ads are the very same that vote."
For example, outdoor brands can continue to push the issue of sustainability. "Don’t underestimate of the power of perception! It has a much greater influence than any UN program could ever have," Frick said. The oil industry, for example, has influenced the public debate on climate change in its favor for decades with multi-million dollar campaigns and continues to provide climate change skeptics with argumentative ammunition with its studies.
When it comes to PR strategy, Santucci says it's also worth looking outside the box at success stories in other industries. How, for example, did she win higher wages and better working conditions for hospital staff? "We advocated and lobbied. We partnered with hospital CEOs. We connected the dots between quality care with the quality of working conditions." And what politician would want to voluntarily wave through a lower quality of care?
A joint initiative as an industry is also important, according to Dr. Frick. The Paris Agreement on climate change, for example, has provided a framework for measurability despite the threat of missing its targets, he said. "It is important to set an ideal to make people aspire for that idea, like the Paris agreement. We are putting stars in the night sky that give you orientation."
In the face of teetering supply chains, resource scarcity and climate change, that orientation is more important than ever. If there's one thing the sports industry can't afford, according to Laura Santucci, it's inaction: "As volatile as world politics currently are, it is all the more important that people on the sidelines speak up and get involved."
So that sport doesn't lose out again when the next political decision is made - and society with it.
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Sport and founding - what's the connection? The two complement each other in a surprisingly harmonious interplay: sport teaches founders discipline, perseverance and tenacity. And founders give sport innovation, transformation and inspiration.
That's why ISPO.com presents pioneers, thought leaders and prime examples for the entire sports industry.Founders, like our ISPO Brandnew Award winners and businesswomen who inspire sports, and athletes who use their sports experience to create successful businesses.
Megatrends are deep currents of change that bring about long-term and global changes in people's values and habits. Christoph Beaufils, Brand Strategist of the sports network ISPO, presents which ones will change the world.
Megatrends are the "blockbusters" of change - long-term streams of societal change in habits, behaviors, and morals. The global sports network, the ISPO Group, even pursues its own megatrend-oriented strategy with its diverse platforms. Megatrends are the key and navigation aid for us to understand the many forms of change and to act accordingly. And so they are not only regularly the focus of attention at the world's largest sports trade fair, ISPO Munich. The sports community discusses them heatedly at keynotes, workshops and parties.
In this exchange, sport defines itself far more broadly than one might first assume: via the individual (Me) to society (We) to our planet (Us). Based on this philosophy, ISPO Group's vision is to promote access to sports and the outdoors and unleash their world-changing power. Sport reaches people and can bring about a lot of positive change, for the individual, for society and for the environment. To start with, this kind of thinking is particularly exciting for those companies that would not classify themselves as sports: There is no longer an industry!
There are many social trends, but the most important are the megatrends: According to the definition by futurologist Matthias Horx, these are trends that exist for more than 25 years, occur worldwide or at least internationally, and have an impact on many areas of life. They develop independently out of society and, unlike fashions, cannot be created in a planned way. The Future Institute, founded by Horx, currently sees 12 megatrends: Individualization, Gender Shift, Silver Society, Knowledge Culture, New Work, Health, Neo-Ecology, Connectivity, Globalization, Urbanization, Mobility, and Security.
ISPO has selected six crucial megatrends for its own strategy here and interpreted them individually:
Which way of life is the right one and which life decisions one can make for oneself is becoming more and more casual, and social expectations are being breached more and more often in the process. Career, sexuality, family, consumption - everything is affected. This also leads to a "casualization of society. People live casually: sneakers have long been socially acceptable, clothing follows the mood rather than the occasion, and the same applies to leisure activities. And if you're allowed to be everything, then you need less of the individual. Minimalism and on-demand are setting in. Less is more, but of higher quality and on demand. The furnishing style is "Japandi", which looks good and is universal. The choice of transportation is determined by the car sharing app and the tattered jeans now go well with the designer jacket. Thanks to "Vanlife", you can even be at home anywhere on vacation. But it's not just casual or sportswear that benefits; sharing models, subscription platforms, and mass-customization offerings (from furniture customization to one-of-a-kind sneakers) have a tailwind.
Whether through WhatsApp, TikTok or Zoom calls in the home office, we are constantly connected to other people via the Internet. This megatrend was reinforced by the Corona pandemic, when face-to-face meetings had to be replaced by chats, online computer games (eSports) and video calls. This also has implications for people's health. On the one hand, digitization causes them to move less as they spend more time in front of screens or with their smartphones. But it can also become an opportunity for sport and health by creating new possibilities - through wearables, smart devices and digital training communities. In addition, more marketable augmented reality and virtual reality offerings are emerging that reduce barriers to entry - and not just to sports.
We have never been healthier: we are living longer and longer, in better and better health. Yet people are more concerned with their bodies than ever before. That's because their understanding of what health means is about to change. It has long since ceased to stand for the absence of disease. Rather, health is understood as a synonym for a good, satisfied life. An important part of this is mindfulness, the conscious awareness and experience of the present moment. The goal is an overall health of body and soul that gives strength and vital energy. "Healthstyle" is what ISPO calls the desire for balanced physical and mental fitness, which is increasingly becoming a lifestyle in its own right. The focus here is on self-optimization: a healthy mind in an athletic body has become a status symbol that cannot be bought or inherited, but only earned. In the midst of this are also the changes in eating habits and food.
Jute bags instead of plastic bags, bicycles instead of cars, and farmers' markets instead of supermarkets: neo-ecology is considered the most important megatrend of the 2020s. Environmental awareness has long since become mainstream, and it is also shaking up the definition of luxury. It is not only changing social values, our everyday lives and politics, but is also challenging classic entrepreneurial thinking. Environmental awareness and sustainability are becoming key business drivers. Instead of focusing solely on maximizing their profits, companies are increasingly required to include sustainability, post-growth and the common good in their planning. The sports and outdoor industry in particular must resolve the conflict of goals between experiencing nature and preserving nature. The increasing expectation for better working conditions, materials that conserve raw materials, and low Co2 infrastructure and logistics affects all industries. Policymakers are fueling this trend. For example, the European Commission adopted the new Circular Economy Action Plan (CEAP) in March 2020. It aims to initiate the transition to a circular economy in Europe. This megatrend is imperative, because it is vital for all of us that qualitative growth does not replace quantitative growth too late.
Los Angeles, New York, Paris, Shanghai, Tokyo, Mexico City and Berlin are some of the key cities defined by adidas, which have a significant impact on human lifestyles. The Key City strategy makes sense because more and more people are living in cities and urbanization is also affecting the countryside. The consumption of living space per capita is increasing worldwide. Contrasts between urban and rural areas will increasingly dissolve. Life models that were once typical of the city, such as individuality and pluralization, are reaching the countryside. Conversely, village structures are also forming in the city, and the neighborhood is becoming the center of life. A livable city is now defined by its access to nature and sports: Green spaces and water areas, sports facilities such as basketball courts, running tracks, half-pipes or boulder halls become meeting places. The city becomes a sporting and cultural playground, and a direct consequence is the "urban outdoor" trend. Smart cities are emerging and include technology-driven infrastructural solutions: Smart water treatment or cooling green skyscrapers for the heated cities, are still the small-minded concepts.
In the midst of the change is the concept of mobility: "Sheer Driving Pleasure" must be reinvented when autonomous driving becomes a reality and the car is only one component among many in the mobility concept of the individual. The "third space" is the term used to describe the moment gained in autonomous driving between home and work. Above all, to promote mental and physical health, the automotive industry would like to use this driving time. This third space will eventually join "Seamless Mobility." The seamless transition of different mobility solutions: public transport meets car sharing meets bike and more. That's because the mobility revolution is being led by the bicycle, primarily through its electrification. The bike boom will continue: Wide bike lanes with e-bikes, bike sharing stations and cargo bikes increasingly characterize the cityscape.
"Collect memories, not money" is a telling saying that younger generations in particular like to quote on Instagram & Co. However, it is not just Generation Y and its questioning character that is behind this, but rather the increasing value of unique moments in a networked world. More and more on-demand entertainment offerings and constantly available access to information, faster Internet and cheaper cloud storage are increasing the value of unique moments and turning them into very special experiences.
The growing number of film, food and music festivals before the Corona pandemic was already a clear phenomenon of this. At the forefront, however, is the moment of live sports. One can follow the athletes' journey of suffering or success mostly over the game season, but above all, the respective final result is uncertain until the very end. The tension of uncertainty tops everything. No sooner is the result known than it is already available in all the media - so the unique live experience cannot be recreated by "replaying" it. Missed is missed and the significance has disappeared.
But it's not just the sport, its sponsors, betting providers and event organizers with their periphery of gastronomy and hotels, etc. that benefit from this, but above all media platforms that transport the live moment outside free TV. Thus, the offer of sports competitions is increasing and it is becoming more diverse. The growth of E-Sports and the platform Twitch is one exemplary example among many. And it's true that the more meaningful a moment, the more likely it is to want to be captured - again, this is where a whole other industry ties in. What is clear is that the importance of the live moment and thus of the event is increasing, and not just because of the pandemic.
This article first appeared as a guest article by ISPO.com in the magazine "Niederbayerische Wirtschaft" of the Chamber of Industry and Commerce of Lower Bavaria.
For every successful start-up, there are about 8 failures - that's the harsh reality of the start-up world. And even the few companies that really take off experience hard times and fuck-ups that really hurt. Here, two successful founders reveal to you which business ventures they really messed up and what you can learn from them - honestly and relentlessly.
Failure is simply part of the journey to success and is also always an opportunity to grow and become even more resilient. In most cases, it is not a single failure that leads to the downfall of a startup. But rather the combination of several fails that gradually weaken the company.
Stephan Peters, CEO of Sport Pioneers, and Andy Gugenheimer, SVP Business Development & Strategic Partnerships at Humanoo and CEO of Sportyjob & AG Sport Consulting, take an honest look back at their fuck-ups and learnings:
Andy Gugenheimer has founded a total of 15 companies himself or was involved as an investor and co-founder - that adds up to quite a few fuck-ups.
His second start-up , Promo-Stock, was perhaps his biggest failure and one of his most significant learnings. He had the idea in 1998 to create a B2B online platform that sold discontinued sporting goods to retailers across France - a forerunner of deal platforms like Private Sports Shop and Veepee.
The products were to be showcased on Promo-Stock via video. The problem? Unfortunately, there wasn't enough bandwidth to stream smoothly back then. In addition, manufacturers were not willing to send products directly from their warehouse to the customer. The bottom line was that the product couldn't work that way. On top of that, Andy and his partner were completely inexperienced and had no idea how to successfully build a business of this kind. After two years, the two had to pull the ripcord and Promo Stock give up.
Andy's learnings from this fail were:
"We were too early for several reasons. Because we were still completely inexperienced. Because the technology wasn't ready yet. Because companies weren't ready to logistically implement our idea. Something that is commonplace today." - Andy Gugenheimer
When is the optimal time for innovation? In theory, always. But before any idea is developed, it is important to analyze the market, observe the competition and plan the right implementation strategy.
"I was frustrated to see how other competitors were doing positively. We lacked the ambition to say, 'We're taking a chance on B2C.' We're going to rent a warehouse." - Andy Gugenheimer
If the original idea doesn't work, that doesn't mean you have to jettison it. Often, the better way is to develop it strategically and adapt it to technologies, logistics, changing society, target audience and changing demand
"If we had had two or three other people on the team, it could have really been something. As it was, it was just my partner and me. We worked seven days a week and still didn't get to the finish line." - Andy Gugenheimer
Things just work better together: with a broader range of skills, startups can respond more confidently to challenges. A well-assembled team can help you make decisions faster and take the right steps to become successful.
Good founders pursue a clear vision in order to be successful. They think entrepreneurially and leave as much capital as possible in the company, even if that means not paying themselves a salary. Nevertheless, a monetary incentive is an important motivational boost and also necessary for survival.
"I learned then that if you don't pay yourself, it's bullshit. No matter how small your salary is, you have to build that into your business model to create a positive mindset. We were working in our small apartment, just dealing with promo stock every day. It was too much and at some point there was no incentive to keep going with it." - Andy Gugenheimer
Stephan Peters' first entrepreneurial project was a B2B event agency, which he founded together with his best friend. Although there was no real business plan, the two threw themselves into the work with enthusiasm and had great success after the first two years. When one of the major customers did not pay his invoices and no more orders came in due to the economic crisis in 2008, the company had to be dissolved. The fact that the two had founded a GbR and thus their private assets were also affected was particularly hard.
Even if it comes as a surprise at first glance, Stephan is glad that he had this experience. Because it motivated him to found his sports marketing agency Sport Pioneerswhich has been running successfully since 2010 - and that is also due to the lessons learned from his fuck-up:
"If something doesn't go according to plan, you need to move on with it in the best way possible. Straighten your back and deal with it proactively. That's the only way you can look in the mirror at the end of the day." - Stephan Peters
For companies in the sports business, the same is true as for all other companies: Resilience and pro-activity are gamechangers and perhaps even the key factors for success.
That also means enduring defeat and staying determined to keep going when things don't go smoothly, as well as taking the initiative to achieve your goals and move forward. And being able to deal with setbacks constructively.
"Our accountant advised us against the GbR right from the start. It was the wrong choice for us, because we were liable for the company with our private assets and had to repay the debts over several years according to an agreement with the bank." - Stephan Peters
The legal form is the basis for the success and future of a start-up. The right choice can minimize the risk of insolvency, protect your business from unexpected costs and help it grow.
This applies to both your co-founders and your customers. Both can make or break your startup.
"I just do business differently today because the experience has had a big impact on me interpersonally. I'm much more sensitive to what my partners and customers do and say. If a customer frequently doesn't pay on time, consider whether it's worth continuing to do business with them. A background check on larger orders is always a good idea." - Stephan Peters
Every successful startup has experienced setbacks, and learning from those failures leads to an unbeatable growth mindset. Accepting this as a natural part of the startup process can help you refocus, adapt, and ultimately succeed. So don't be afraid of it - fuck-ups are simply a leg of the road to success.