ISPO 2025 is approaching and with it, one of the most relevant international gatherings for the global sports business. But what makes the trade fair a must for retailers? We spoke to industry insiders, and the message was loud and clear.
Sports retail is evolving rapidly, just like its consumers. New target groups, emerging brands, rising demand for sustainability and constant technological advances are reshaping the playing field. In such a fast-moving environment, staying competitive means staying informed, inspired, and connected.
Whether on the field, in the hall, or behind the scenes, Success in sports depends on cooperation. Retail is also a people business, and nothing can replace direct contact when developing new ideas, evaluating trends, or overcoming new challenges.
Those who recognize what will be in demand tomorrow early on gain a clear competitive advantage. At ISPO 2025, retailers will experience new products firsthand. This allows them to classify innovations, new materials, and technological and sustainable developments early on and integrate them into their product planning. Direct exchange will also give retailers a better sense of consumers' near-future needs and expectations.
A trade show presentation is not only about showcasing new products, but also about presenting the entire brand. Trade show appearances provide inspiration for store design solutions and modern point-of-sale (POS) concepts. Retailers can find fresh ideas for designing sales areas, including innovative store design and presentation solutions and effective digital signage. Those who want to learn how to create real added value through a customer-centric shopping experience and stand out from the competition will find practical examples at ISPO.
Find out now how ISPO 2025 supports you and your business: with concrete orientation, network building and business opportunities.
Retailers face numerous current issues that require in-depth knowledge and guidance, such as artificial intelligence, new legal requirements, and innovative approaches to customer loyalty. Through a curated program of specialist presentations, panels, and workshops, retailers can gain relevant insights into current industry topics. As at previous events, sustainability will be a key focus.
The ISPO Retail Club offers a retail-specific conference program providing best practices, insights, and forward-looking store concepts for practical application.
For retailers, visiting ISPO 2025 means concentrated business at the highest level. The free Retail Club offers retailers opportunities to exchange ideas with industry experts and real best practices. In addition, members benefit from a VIP treatment, including a free ticket, access to the exclusive Retail Club Lounge and year-round access to exclusive market insights. Register now for the Retail Club and discover the latest trends. From 30. NOV. - 02. DEZ. in Munich - be there!
Why would a global car brand walk away from high profile sponsorships? Why did a fast-growing kitchen appliance company bet on cycling instead of football? And what actually proves a sponsorship worked, awareness, emotion, or hard numbers? These questions were at the heart of a refreshingly honest discussion between the people who make real sponsorship decisions.
SPORT BRAND MEDIA by ESB Marketing Netzwerk provides you a summary with exclusive learnings from Thomas Rohregger (LIDL), Heide Sahl (BORA) and Moritz Breuer (Volkswagen Group). Disover how big brands really decide which sponsors to work with, justify their spending and measure what matters, far beyond logo visibility. Whether you’re in brand strategy, marketing, or partnerships, SPORT BRAND MEDIA is the ideal platform to gain rare insights into how leaders today are reshaping sponsorship to deliver long-lasting values. The conference takes place from 01. - 02. DEC. at ISPO 2025. Be there!
At a company like Volkswagen Group, handling sponsorship requests is not a casual task and takes its time. Moritz Breuer, who manages Sponsoring Partnerships at the group level, says he handles just one or two requests each day.But not every proposal makes it through the first filter. He mentions
First of all, it’s about relevance, of course.
That means aligning each request with the specific brand territories within the group. For example, Skoda is closely tied to cycling, and VW focuses on football. If an idea doesn't match a brand’s strategic focus, it’s politely declined.
Moritz plays a key role in screening incoming proposals. Once he identifies relevance to a particular brand, he forwards the request to the respective brand team. He explains
We as a group do not appear in advertising at all, but these are always the respective brands, which then enter the sponsoring and then also activate.
To avoid overlap and maintain clarity across all brands, Volkswagen has created a unified framework called the “Sponsoring House". This internal structure ensures that multiple brands don’t accidentally pursue the same partners or sponsorship areas. It also helps prevent confusion in brand messaging.
Even when ideas come from personal passion, Volkswagen still prioritizes strategy. Moritz emphasizes
The most important thing is strategic fit, not just emotional connection. Relevance always comes first.
This system allows the group to stay organized, focused, and effective in a world flooded with sponsorship opportunities. In the end, it’s not about how exciting a proposal sounds, it’s about how well it fits the brand’s long-term goals.
When BORA began looking at sponsorships in 2015, it wasn't the giant it is today. The brand was just five years old, and any investment had to count. At first glance, it might seem like CEO Willi Bruckbauer's love for cycling played a major role. After all, he had been an amateur cyclist into his 20s. But according to Heide Sahl, BORA’s Sponsorship Head, the final decision was made with more head than heart. She recalls looking at everything, including football.
Agencies were asked to submit offers that aligned with the company’s tight budget and global growth goals. What they found was surprising that with BORA's budget, the brand would’ve only made it into the second Bundesliga. Heide explains
That wasn’t going to help us build international awareness.
Other options, such as the Four Hills ski tour, seemed appealing but lacked year-round visibility because it only runs a few weeks a year.
Cycling, on the other hand, offered broad international appeal, consistent visibility, and strong storytelling potential, especially for a company headquartered in the Alps. Heide emphasizes
We needed something that lasted all year, not just for a few weeks. And cycling gave us that.
So while personal passion helped inform the choice, the decision was driven by clear strategic thinking. Heide concludes
We didn’t just follow a feeling. We followed the data and our goals.
Thomas Rohregger from Lidl put it simply
Everyone already knows our logo. Awareness isn't our goal anymore.
With brand visibility already maxed out, Lidl’s focus has shifted from recognition to emotional connection. Their aim? To create moments that bring the brand closer to people’s hearts, not just their shopping carts. Thomas explains
We want to go into this emotionalization.
He points to the Lidl Kids Team during the European Football Championship as a prime example. Watching kids interact with soccer stars like Christiano Ronaldo from Portugal or Kylian Mbappé from France delivered the kind of priceless emotion that a banner ad can’t.
For Lidl, these efforts are not just about short-term promotions. They’re part of a broader brand mission. Thomas remarks
We want to inspire young people, show social responsibility, and build real relationships with the next generation.
The company sees itself not only as a retailer, but also as a social actor. With 375,000 employees and reach across Europe, Lidl believes in giving back and creating shared experiences, especially when it comes to health, sports, and children.
Even though they measure KPIs like anyone else, emotional resonance is now just as important. Thomas adds
Yes, we track performance. But in our case, emotional impact and long-term brand building matter more than short-term sales spikes.
This shift represents a broader trend: big brands are learning that it’s no longer about being seen, it’s about being felt.
All three companies on stage agreed: justifying sponsorship spends is essential. But how they measure it varies widely depending on brand, product and market.
As mentioned before, Lidl sets KPIs in advance, tracking both quantitative and qualitative results.
BORA, being a younger brand with a niche product line, takes a hands-on approach.Their focus is to see not just how often the logo is shown, but what people actually associate with the brand after seeing it. Heide shares
We track media exposure and conduct impact studies every two years. [...] Visibility is good, but we want to know if it's effective.
Meanwhile, Volkswagen is developing a more advanced system. Moritz explains how they’ve partnered with the Sports People to build a sales funnel-based sponsorship model. This maps every level, from awareness to lead generation, against smart KPIs. Their model includes both freely available data and internal research, tailored to different brand needs. For example, Porsche might need different indicators than VW or Skoda. Moritz reveals
We’re trying to connect what we see in the media with what we experience in the sales process. [...] We’re not just trying to calculate media value. We’re trying to understand the actual business impact.
Across the board, the message is clear: you can’t manage what you don’t measure, and in today’s market, measurement is evolving fast
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Sponsorships don’t just shape how a brand is seen from the outside, they affect the inside, too. Employer branding and employee engagement are the key benefits of a smart sponsorship strategy.
At Lidl, with 375,000 employees, the impact is huge. Sponsorships are used to create internal pride and foster a shared culture. Lidl even involves employees directly by offering access to events, like race visits and internal tours.
BORA hosts employee events at major races, helping staff feel part of the story. It’s not just about promoting externally, it’s about creating pride within the organization. Heide mentions
We stand for a sporty, healthy lifestyle. That matters to potential new hires.
One unique initiative BORA runs is their “wildcard system" for former athletes. Because many sports professionals haven't had time to finish traditional education, BORA offers a shortened trainee program to help them transition into corporate life. Heide explains, that this is a great way to connect values and career paths.
Even Volkswagen sees the value in internal alignment. Moritz mentions that employee buy-in is crucial, especially during uncertain times. He adds
If people internally understand and accept the purpose of a sponsorship, it becomes powerful.
Whether it’s driving culture, recruiting talent, or simply boosting pride, all three brands agree: sponsorship is no longer just an internal marketing tool, it’s a force for internal connection, too.
As the panel wrapped up, the conversation turned to the future, and the challenges brands face in a changing landscape.
Moritz from Volkswagen laid out three key themes:
He emphasized that these changes aren’t optional. He emphasizes
With budgets under pressure, we have to make every euro count.
Thomas from Lidl pointed to the surge in requests after their Euro campaign
The number of inquiries exploded. But the budget didn’t.
That means even good proposals might be turned down if they don’t align tightly with Lidl’s evolving strategy.
Heide believes that tracking results across different countries is becoming more important. She explains
Cycling works great in some markets, not in others. We need to adapt based on geography.
She also touched on BORA’s new ownership structure: Red Bull has taken a majority stake in their cycling team. While the change hasn’t affected day-to-day operations, Heide says it’s a “game changer” for the sport and that it shows that major players see value in cycling.
What unites all three panelists is a shared belief: future sponsorships will require greater precision, more agility, and deeper integration into brand strategy.
The insights shared by Volkswagen, Lidl, and BORA highlight how far the world of sports sponsorship has come. What used to be a mix of gut feeling and hopeful exposure is now a careful blend of strategy, data, and emotional intelligence.
Each company showcased a unique path. Volkswagen is building technical measurement tools tied to their sales funnel. Lidl is pursuing emotional depth and social impact. BORA is balancing international visibility with meaningful employee engagement. But they all agree on one thing: sponsorship is no longer just a branding exercise, it’s a business decision.
When done right, it boosts image, builds loyalty, inspires staff, and aligns with long-term goals. But it requires clarity, courage, and commitment. In today’s world, sponsorships don’t just need to be seen. They need to be felt, and they need to deliver.
If you want to learn more about authentic sponsorships and how to actually connect sports, brands and media successfully, SPORT BRAND MEDIA by ESB Marketingnetzwerk is the ideal platform for you. The conference offers exclusive insights from leading brands, best practices and great networking oppurtunities, as it promotes the exchange between media, sponsors, outfitters, service providers and start-ups. By doing so, it creates a platform for new impulses and innovations in the sports sector. Be there and shape the future of sports marketing!. The conference takes place from 01 - 02 DEC. at ISPO 2025. Be there!
It was a tough decision to cancel the OutDoor trade fair this spring. How did the industry respond, and what should it expect next year? The new EOG CEO, Christian Schneidermeier, is clearly positioning himself as an advocate for trade fairs and platforms that bring the industry together. However, he also makes it clear that everyone has to contribute to making this happen.
Christian Schneidermeier has been Director of the European Outdoor Group (EOG) since March 2025, having previously spent 13 years as CEO of the mountain sports brand Ortovox. With the decision to pause the OutDoor trade fair, which was taken jointly with Messe München, he wants to gain time to set the right course for a new start. A break opens up more opportunities than risks, he said at the time. How has this strategy paid off? The concept for the next OutDoor is not yet finalized, but some important points are already clear. These include the strong desire for a trade fair or platform. We spoke with Christian Schneidermeier about the EOG's position and initial plans for the trade fair's reorientation.
Schneidermeier: It's not bad, but it could be better. We had hoped that things would have improved by summer, but the upturn we were expecting—and which will certainly come—has not yet fully materialised. There are signs of positive change, such as success stories from individual brands, but these are not yet evident across the entire industry. Overall, however, we are all convinced that things will pick up again. The only question is when this will be noticeable to everyone.
It varies greatly; there is no uniform picture. Some brands are successful in certain segments, while others are not. It is impossible to paint a uniform picture at the moment.
It is also difficult to provide a clear answer because we currently have no reliable tool for mapping and analysing market developments. That's why we're working hard on the Outdoor Market Intelligence Service (OMIS) project, which will provide us with monthly sell-out figures for individual markets. However, we need the support of brands and retailers willing to provide us with their sales figures. The tool will be available for the DACH region from October.
Of course, we are always dependent on the weather in our industry, which has not been ideal in recent summers.
We simply have to see how we can all work together to regain the energy we all want for positive market conditions.
My answer to this question is twofold: On the one hand, there was a great deal of understanding for the decision taken jointly by Messe München and the EOG. On the other hand, there were also voices saying that we need a trade fair. That's exactly the reaction I wanted to provoke. And by saying that we were pausing this trade fair, some market participants became more aware again of how valuable such a trade fair is. That has been lost a little in recent years. Things that are taken for granted are not appreciated. You usually only recognize value when it is suddenly no longer there. I currently have the feeling that some people have realized that if we don’t have a trade fair, something is missing and with that comes the urgent wish that this really does remain just a one-year pause.
The EOG's position is very clear: we strongly advocate an industry platform. I'm not sure if 'trade fair' is the right term, but in any case, we support a platform where the industry can showcase itself, and where market participants can exchange ideas, particularly brands and retailers. This must be at the heart of every trade fair. As an association, we stand behind that, and I stand behind it personally.
As an association, we are naturally the driving force behind the trade fair. We see ourselves as the owner of the trade fair. That's why we try to find the best conditions for it in order to create an ideal environment for all market participants. Especially for our members, of course. After all, that is one of our core tasks as an association: we see ourselves not only as the voice of the outdoor industry, but also as a platform for the outdoor industry, supporting profitable business with our activities.
There are many different aspects that all contribute to the topic of trade fairs. Since taking on my new role at the EOG, I have become fully aware of just how complex the topic really is. From a brand perspective, it can sometimes be relatively easy to say what a trade fair should be like. However, this is just one perspective; many more aspects must be considered.
The framework conditions have fundamentally changed in recent years, starting with the Coronavirus pandemic, which has naturally given rise to new business processes. However, that is certainly not the only factor: the industry has also evolved and diversified. Operational and sales processes, schedules and workflows are all changing. There's a lot of movement in the business. Today, there are many different interests within the industry, as well as numerous opportunities to come together, exchange ideas and showcase oneself. I think there is now an oversupply of formats.
Of course, the economic situation also affects the scale of a trade fair presence - or whether it takes place at all. On the retail side, a key factor was naturally the decline in brand participation, which made the event less attractive for specialist retailers.
It's still too early to reveal details of the next OutDoor show, as we're currently working hard to finalise the new format for next year.
However, we have, of course, listened carefully to what both sides want. We also conducted a survey of European specialist retailers regarding the OutDoor trade fair, which provided us with valuable insights.
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Believe it or not, personal contact remains the main focus. This means the platform should facilitate personal interaction between brands and retailers. There is also a demand to focus more on the core task of exploring the potential for cooperation between retailers and brands through personal conversations. Anything else is just a distraction. We are therefore working on an effective event that is possibly reduced to just two days, to minimise effort for both parties.
The timing of the trade fair must also be right, providing an overview of the entire market well before concrete sales and communication work orders start. Such a platform should be seen as the start of the season. We want to achieve this by next year.
The product will once again take center stage. It's not enough to show up at the trade fair with just a few products. Visitors need to be able to see the whole portfolio. We also need to consider how to make the topic more emotional and present it in a more emotional way.
Trade shows are an important topic for us. We support them as a tool for doing business in the best possible way. That's why we support ISPO.. The EOG will have a booth showcasing the outdoor industry, and ISPO offers a concentrated opportunity for exchange between businesses and industries. We support the trade fair in this endeavor
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It is important to me to say that the future of trade shows does not depend on the organizer, but on participation. That is why I would like to make a plea to the entire industry that we are all called upon to ensure the future of trade shows as an important tool for conducting our business in a sensible manner. And these trade shows or platforms are not just about sales. They are also about presenting brands and motivating skilled workers to join the outdoor industry. They are about presenting the industry as a whole to politicians and society. To do this, we need a strong trade fair.
However, this requires us as an industry to work together better again and put our egos aside. It won't work if everyone only thinks of themselves and no one thinks of the community anymore. Because in the end, we are not our biggest competitors; as an industry, we compete against other industries such as automotive, travel, events, computer games – whatever. Those are our real competitors. We are all in the same boat, so we need to position ourselves as best we can. And that requires platforms. That is why I am calling on all market participants, both on the retail side and on the industry side, to support this tool for the benefit of the entire industry and for the success of each individual.
Whether outdoor, yoga or running, the sports market is growing, but not without tension. According to Technavio, the market for yoga clothing will grow by 21 billion US dollars by 2029, while running will reach almost 70 billion US dollars by 2033 according to Research and Markets. At the same time, the global activity rate is falling (McKinsey/WFSGI) and textile consumption in the EU is rising to 19 kg per person (EEA). Between the wellness boom, sustainability pressure and growing competition, the industry will be at a point in 2025 that requires orientation and innovation more than ever. We have compiled 14 studies that show what is shaping the sports and fashion market now.
There will also be more on fashion, sports and sustainability at ISPO 2025 from 30 NOV. - 02. DEC., the flagship event of the global sports industry. This is where the industry comes together to advance sport, identify trends, present innovations, network and shape the future of sport. Be there!
The sports market is changing and is characterized by numerous developments. On the one hand, there are clear growth trends in areas such as outdoor activities, yoga and running. These benefit from the increased need of many people for holistic health, nature experiences and low-threshold opportunities for physical activity. They reflect the trend of no longer viewing sport solely in terms of performance, but as a means of mental relief, personal balance and everyday health care. At the same time, the running sector in particular also reflects the interest in competition and community through the increasing number of running events.
At the same time, society is becoming increasingly sporty: Sporty clothing is becoming an everyday look, fitness tracking is becoming a habit, and exercise is also being integrated as a matter of course outside of traditional training environments, be it during commutes, lunch breaks or via digital offerings at home. Health and wellness are becoming increasingly important, especially for the younger generation, which is further driving demand for versatile, flexible and health-oriented offerings.
Despite these positive developments, the overall picture is ambivalent: the proportion of the population that is active in sports is decreasing worldwide. The health trend is countered by a lack of exercise, increasing screen time and structural barriers, for example in urban areas or in poorer sections of society. The booming sportswear market, which has benefited greatly from the athleisure trend in recent years, is facing increasing competition and a slowdown in momentum. The first signs of saturation are having a noticeable impact on demand.
A key driver of innovation and differentiation is the commitment to greater sustainability. Companies are responding with new materials, circular production concepts and resource-conserving supply chains. The second-hand market is growing, as is interest in repair, rental and recycling models. New findings should also help to reduce the ecological impact of sports fashion. Nevertheless, the contradiction remains: Despite the increased interest in sustainable consumption, the overall demand for textiles continues to grow, which exacerbates the ecological challenges.
Where does the sports market stand? These international studies from the year 2025 provide important insights.
Health is playing an increasingly important role in the sports market because the understanding of sport has fundamentally changed, moving away from pure performance orientation towards holistic well-being. Driven by Generation Z, the global wellness industry, worth around two trillion US dollars (1.7 trillion euros), is also undergoing radical change. A recent survey of more than 9,000 consumers in China, Germany, the United Kingdom and the United States by McKinsey shows: Young consumers such as Gen Z and millennials not only invest an above-average amount in their health, but also redefine the term "wellness". They are tech-savvy, informed, open to new products and think of wellness in 360-degree categories: Sleep tracking, mindfulness, mental balance, skincare (e.g. "skin cycling") and functional nutrition are just as much a part of this as physical fitness. For the sports industry, this means that wellness is no longer a marginal topic, but a central business area with strategic relevance. According to the study, Gen Z is prepared to invest time and money in their well-being, not just occasionally, but permanently. Anyone selling sport needs to think about wellness: functional nutrition, recovery products, wearables and mental fitness offerings are becoming the new normal. Health coaching can also be an interesting and unique selling point for specialist retailers.
The Japanese fashion retailer Uniqlo has also commissioned a study on the importance of comfortable clothing and its potential for stress management with the Hamburg-based market research institute Appinio. Because wellness and wellbeing also have something very specific to do with clothing. According to the study, comfort is the top priority for the majority of Germans: 56 percent cite comfort as the most important factor when choosing clothes. The need for comfortable clothing increases with age in particular. While only 29% of the younger generation (Gen Z) consider comfort to be an important factor, this figure rises to 54% among 55 to 65-year-olds. The preferred style of clothing underlines the potential of the sportswear sector: more than half of those surveyed describe their style as "sporty" or "casual". In stressful situations, many people even deliberately choose functional, casual clothing in order to feel more comfortable. Muted colors such as black, grey and blue, which have a calming effect and convey a sense of security, are particularly popular. In addition to color, the material also plays an important role: while almost half of those surveyed did not express a specific preference, 44 percent prefer natural fibers with functional properties, and this figure is particularly high among older consumers. Innovative materials that combine comfort, functionality and sustainability offer enormous potential for product development.
Overall, the study makes it clear that sporty, comfortable and versatile clothing appeals to a wide audience and actively contributes to well-being. This gives the sportswear industry a clear mandate: it should develop products that are not only optimized for movement, but also offer comfort, suitability for everyday use and emotional benefits.
The interest in wellness, wellbeing and the success of athleisure collections already suggests it: yoga remains a growth market. According to a recent report by Technavio, a global provider of market and industry analysis, the global market for yoga clothing is estimated to grow by 21.25 billion US dollars (around 20.75 billion euros) and 7.7 percent annually between 2025 and 2029. North America will remain the leader with around 31% of sales, while Europe and the Asia-Pacific region will see strong growth. Demand is growing particularly in the USA, Canada, China, Japan and Germany due to increasingly wellness-oriented lifestyles.
Consumer preferences for yoga clothing have changed significantly over the last ten years, with functionality and sustainability becoming increasingly important. Consumers are now looking for clothing that integrates advanced technologies for moisture management, compression and odor reduction. Brands such as Lululemon, Athletica, Nike and Adidas are therefore increasingly focusing on technical materials that are designed for durability and improved athletic performance.
At the same time, the ongoing athleisure trend is driving market growth: yoga clothing has become part of everyday life. This creates new opportunities for brands to position themselves through product innovation and emotional storytelling.
However, the market is also characterized by consolidation and new partnerships. Alongside major players such as Puma and Under Armour, sustainable niche brands such as Manduka, Beyond Yoga and La Vie Boheme Yoga are gaining market share - they score points with ecological materials, ethical production and direct customer contact.
Sportswear has had a significant impact on fashion in recent years and has achieved extraordinary growth year after year. However, according to the report "Sporting Goods 2025 - The New Balancing Act" by McKinsey and WFSGI, annual growth will soon lose momentum. Instead of seven percent sales growth between 2021 and 2024, the sportswear industry will only reach six percent by 2029. This slowdown is particularly noticeable in the Asia-Pacific, Western Europe and Latin America regions. Brands therefore need to realign their strategies: Away from a pure focus on sales, towards a balance of operational efficiency and cultural relevance.
At the same time, the authors of the study diagnose a polarization of consumers: While inactivity is increasing worldwide (to 35% by 2030), the need for sports fashion as an expression of lifestyle is growing among younger, active target groups. This development requires products that combine performance with suitability for everyday use and tailor-made marketing strategies for customers who previously had little affinity for sports. At the same time, the study emphasizes the considerable market potential if sports brands and retailers actually succeed in motivating inactive people to be more physically active through targeted product innovations and marketing campaigns.
In an increasingly dynamic market environment, it can help to find additional factors for differentiation and customer loyalty. As sport, entertainment and retail become increasingly intertwined, brands are creating new approaches to their products through events, fitness offers and digital experiences. McKinsey estimates that the global market for the sale of tickets to live events will exceed the 100 billion dollar mark in 2023 and could reach 150 billion US dollars (around 131 billion euros) by 2030. This is an opportunity for retailers to build new customer loyalty through experience formats.
And what about the outdoor market, which has experienced a number of ups and downs over the last five years? According to the latest outdoor study by Technavio, "Outdoor Apparel Market Size 2025-2029", the market for outdoor sportswear is expected to grow by 4.6 percent to 3.35 billion US dollars (2.93 billion euros) between 2024 and 2029. This growth is primarily driven by the fact that the popularity of outdoor sports continues to grow. This trend is particularly pronounced in the USA, among men and in the middle and upper classes, who have the necessary income to invest in trendy, fashionable active wear.
At the same time, the growing interest in outdoor activities is leading to increased competition, with more and more new players entering the outdoor market. First and foremost through retailers' own brands and the development of outdoor lines by fashion providers. These private labels often undercut the retail prices of established brands through strategic pricing, but now offer good product quality, making them increasingly popular in developed markets such as the USA, Germany, Japan and the UK.
This development poses a challenge for major brands as they lose market share. At the same time, affordable products make it easier for consumers to get into outdoor sports.
In addition to focusing on innovation while optimizing costs, the authors of the study therefore recommend increased cooperation between brands, retailers and sports organizations in order to increase reach and customer loyalty and raise brand awareness. The conclusion of the study:
Overall, the market offers considerable growth opportunities for companies that can effectively cater to the needs of cost-conscious consumers while offering high-quality, innovative products.
Another sport is caught between wellness, self-optimization, trend sports and the need for technical clothing: running. The global market for running apparel reached a volume of 44.2 billion US dollars (38.6 billion euros) in 2024 and will grow to 69.9 billion US dollars (61.9 billion euros) by 2033, according to the study "Running Gear Market Report 2025-2033" by market research company Research and Markets. This corresponds to a growth rate (CAGR) of 5.18 percent in the period from 2025 to 2033. IMARC Group estimates the European running market at USD 13.03 billion (EUR 11.3 billion) in 2024 in its latest study "Europe Running Gear Market Size and Share" and forecasts a growth rate of 7.05% between 2025 and 2033 to reach a value of USD 24.82 billion (EUR 21.6 billion). In the retail sector, specialty and sports stores will lead the way in Europe in 2024 with a market share of 35.4 percent.
The increasing popularity of running is not only reflected in the sales of running clothing, but also in the growing number of participants in running events, from classic marathons to charity runs and trail running events. Runners who take part in such events are aware of the importance of suitable footwear, functional clothing and accessories such as hydration packs and GPS watches. All of this drives up sales.
Growth is also driven by continuous innovations in materials and shoe technologies, as well as intelligent wearables for sports and fitness trackers that support runners in their performance. Cognitive Market Research estimates the global market for running apps at 695.2 million US dollars (605 million euros), with Europe holding a market size of 208.5 million US dollars (181 million euros) in 2024, accounting for more than 30 percent of global revenues and growing at a compound annual growth rate (CAGR) of 16.7 percent from 2024 to 2031.
According to the report, men had the largest market share, but the female segment is also experiencing significant growth as more and more women discover running as a fitness activity. In addition, the growing importance of running apparel for everyday fashion is proving to be a growing trend - especially in the European market.
Despite all the efforts to achieve more sustainable production and consumption in the clothing industry, there is still a wide gap between desire and reality. According to a new report by the European Environment Agency (EEA), textile consumption within the EU has continued to rise in recent years. In 2019, the average citizen consumed 17 kg of textiles per year, while this figure rose to 19 kg per person in 2022. This put the textile sector in fifth place on average out of twelve household consumption categories in 2022 in terms of consumption of raw materials, water and land as well as greenhouse gas emissions. The EU faces the challenge that consumer behavior is not changing fast enough on the way to a circular textile industry.
The EEA sees the main cause of the increase in consumption in the growing influence of fast fashion and ultra-fast fashion. The combination of increased online shopping, social media influencers and low production costs for synthetic textiles has contributed significantly to their growth. Attracted by the low prices, consumers want to buy new styles faster and faster and follow more and more short-term micro-trends that are spread on social media channels. The dynamic of in and out is therefore accelerating.
At the same time, the amount of used clothing in the EU member states is growing. The total amount of textile waste in the EU has remained relatively stable since 2016 and amounted to 6.94 million tons or 16 kg per person in the last calculated year 2022. However, this amount is expected to rise again with the EU-wide separate collection obligation for textiles from 2025. Furthermore, not all textile waste ends up in Europe. Since 2000, the export of used textiles has almost tripled, from just over 550,000 tons in 2000 to 1.4 million tons in 2019. Since then, the amount has remained relatively constant, with 1.4 million tons being exported in 2023.
In terms of the amount of CO₂ emissions associated with textile consumption, greenhouse gas emissions in the EU in 2022 totaled 159 million tons of CO₂ equivalents. This corresponds to 355 kg CO₂e per person per year. This makes textiles the sixth largest household consumption category in terms of climate impact, after housing, food and mobility, and comparable to restaurants and hotels as well as leisure and culture (see Figure 5). Around 70 % of emissions are released outside Europe, primarily in Asia, where the majority of textile production is located.
The EEA therefore emphasizes the need for "systemic change" in order to make the textile industry truly sustainable. This means that all players in the industry, from politicians to consumers, must contribute to the transition to a more sustainable textile industry.
Zalando also describes in its new study that 46 percent of consumers say they have bought more clothes than they need in the last twelve months. In collaboration with GlobeScan, Zalando has investigated the causes of the attitude-behavior gap to find out how to promote more sustainable clothing and close the gap between consumers' attitudes and actual behavior.
Overcoming this trend requires more than just changing the narrative or influencing consumer behavior - it requires a fundamental shift in the way fashion is planned, marketed and sold.
This is according to the authors of the study "It takes many - Mobilizing collective action to enable more sustainable consumer choices in fashion". They note that consumers are still willing to increasingly opt for more sustainable fashion. This is because 66% of respondents state that they are already making more sustainable purchasing decisions and 71% want to buy more sustainable fashion. However, obstacles such as price (41%), lack of visibility of more sustainable options (27%), lack of guidance when shopping (24%), knowledge gaps (21%) and mistrust of sustainability claims (19%) often put the brakes on these intentions.
The study also shows that consumers cannot achieve greater sustainability simply by making better purchasing decisions. Rather, they see it as a shared responsibility and also expect brands, other consumers, governments, NGOs, influencers and social media platforms to take appropriate measures to support the transformation.
The aim is for sustainability to become the norm for brands and retailers by investing in product design, material innovation and affordability. This requires a clear regulatory framework that enables transparency and gives them the space to provide consumers with understandable and trustworthy information along the entire purchasing process. This must go beyond pure sales and also empower customers to care for, repair and recycle garments and seamlessly integrate second-hand shopping into the traditional shopping experience.
What do full closets mean for the ecological footprint? In its "Water Footprint Report", printing specialist Epson has worked out how many different items of clothing are slumbering in Europe's closets and what water consumption can be calculated from this. For example, the study found that the production, finishing and dyeing of a pair of jeans requires an average of around 18,000 liters of water, while the dyeing process for a jacket still requires an average of 3,300 liters of water. Portuguese consumers have the largest "water footprint" in Europe. On average, they own the most jeans, sweatshirts, blouses and coats. In contrast, German consumers own the most T-shirts, jackets and socks and Dutch consumers own the most underpants. Most hoodies and leggings are bought in Poland.
According to estimates by the EU Parliament, to which the study here refers, the traditional textile industry is responsible for around 20 percent of industrial wastewater worldwide.
Products that are bought second-hand, on the other hand, do not produce any CO2 emissions. Second-hand fashion is therefore not only a budget-friendly alternative, but also a conscious decision with ethical and ecological aspects. The global market for second-hand clothing is on an unprecedented growth path and will reach around 367 billion US dollars (319.5 billion euros) by 2029, according to the "Resale 2025" report by US second-hand provider ThredUp. This means that this sector is growing 2.7 times faster than the entire global clothing industry and reflects a change in consumer behavior and retail strategies. According to the study, the second-hand market grew by 15 percent in 2024 alone and now accounts for nine percent of global clothing expenditure. A compound annual growth rate (CAGR) of ten percent is forecast until 2029. The US market, which is playing a key role in this transformation, is expected to reach a volume of 74 billion US dollars (64.5 billion euros) by the end of the decade, with resale growing five times faster than traditional retail at a CAGR of nine percent by 2024.
The integration of resale and other circular options into the shopping experience is also, according to the study by Zalando study, the integration of resale and other circular options into the shopping experience is crucial to drive this option forward and ensure that second-hand is not treated as a separate or inferior offering. Although retailers are competing with traditional peer-to-peer platforms, consumers:inside see the retailers' inspection procedures as a sign of quality assurance and trust.
At the same time, the struggle for more knowledge on the effects of clothing production and consumption continues.
The (TMC), one of the leading textile institutes researching the causes of fiber fragment release, has published initial research findings in a recent TMC report. Using data from the Microfibre Data Portal, which includes over 1,000 different tested fabrics, the scientists have identified important fabric properties that contribute to fiber fragmentation. For example, staple fibers tend to form fiber fragments more than filament yarns, as do knitted fabrics compared to tightly woven fabrics. Water-repellent fabrics also lose fewer fiber fragments than fabrics that soak up water, and the same applies to dyed fabrics as opposed to undyed fabrics. In general, shorn surfaces also perform better than brushed or roughened fabric surfaces.
Other important findings include the fact that the finishing phase has been neglected in previous research. The results of the TMC show that this area has a potentially strong influence on fiber fragmentation and can be more easily modified by textile manufacturers. It therefore makes sense to prioritize research in this area in the future. In order to incorporate the findings into textile production, the TMC is developing predictive models for fabric design: the machine learning model developed in this study has the potential to predict fiber fragmentation on the basis of known fabric specifications.
The sports market is evolving from a pure performance market into a health market - with great potential for innovation, new target groups and business models. Overall, the sports market is a mirror of social developments: characterized by the joy of innovation, health awareness and lifestyle trends, but also by consumer contradictions and growing inactivity. The future of the market lies in the ability to address these areas of tension and create offers that are both ecologically and socially sustainable.
The sports industry is diverse. It has to meet many expectations. But what if real innovation lies not in better and better equipment, but in giving more people access to sport? This is exactly what the Salomon Adaptive Project shows: inclusion is the driving force behind design.
At the Salomon Adaptive Project, Marie-Laure Piednoir, Global Sustainability Impact Director at Salomon, and Boris Ghirardi, aka "Robot Foot", an adaptive athlete and founder of the non-profit organization Level Up, talked about how sport helps people with disabilities to actively participate in life again. Exciting insights on such topics will be provided at the Sports Brand Media Conference as part of ISPO 2025, which will take place on 01 and 02 DEC.
The Adaptive Project keeps asking a simple question:
What if we designed for inclusion from the start?
Marie-Laure explains that the Adaptive Project began during the COVID-19 pandemic when Salomon was approached by Hopper, a leading French start-up. The start-up manufactures multifunctional prosthetic blades from recycled carbon fiber waste and develops innovative prosthetic solutions made from carbon fiber. This is recycled from Airbus A350 aircraft. Looking for durable, high-performance soles that could be combined with their blades, Hopper turned to Salomon for their expertise in footwear technology and sustainable design.
Marie-Laure explains:
'Accessibility was at the heart of the project. They have developed prostheses that allow people to walk, but they were missing the last piece of the puzzle, the sole, to make it all work.
What began as a niche collaboration quickly developed into a company-wide initiative that brought together departments, disciplines and even entire industries.
Marie-Laure adds:
'This wasn't about selling more shoes, it was about unleashing the best in people and making them shapers of change. And that's exactly why Salomon exists.
Boris Ghirardi, who lost his leg in a motorcycle accident in 2019, put this transformative message in a nutshell:
'Without sport, I was lost. Sport was my therapy. I had to learn to walk again, then run, then do trail running. Sport gave me back my identity.
His story became one of the real-life practical tests that had a decisive influence on the development of the Blade. Boris reports:
When I tested the first version, I said to Patrick from Salomon, "Make sure it works in the mountains." And they did. When I used the model on the trail for the first time, it was a real aha experience. I felt what was possible again.
The Adaptive Project set unexpected internal collaborations in motion. Patrick Leick, a key figure at Salomon with many years of experience in supporting athletes and developing innovative footwear solutions, worked closely with a designer from the winter sports sector for the first time. Together, they considered how accessible equipment could go beyond the footwear sector.
Marie-Laure explains:
'Even at Salomon, winter sports and footwear had barely touched each other before. This project forced us to have new conversations, initially within our own walls.
The result: a newly developed snowboard boot for adaptive athletes. Technically sophisticated, functional - and visually almost indistinguishable from conventional models.
She continues:
'It just looks like a normal boot. One of our athletes was standing at the ski lift and someone complimented her on the boot without realizing that it was specially designed for use with a prosthesis. Such moments show: Design changes perception.
Design has thus become a tool for changing social images of disability. Away from restriction, towards design potential.
Boris adds:
'Social exclusion decreases when a prosthesis looks like something everyone would like to wear. It becomes desirable, not medical.
Find out more about smart performance analysis, AI-supported training systems, immersive fan experiences, retail tech innovations and more at ISPO 2025.
As groundbreaking as the design and emotional impact of the Adaptive Project were, in order for it to be truly scalable, the price issue had to be resolved first and foremost.
Boris explains:
'The first Blade I tested cost €10,000. It's like going into a shoe store and a pair suddenly costs 10,000 euros.
Thanks to the partnership between Salomon, Hopper and Airbus, this price has been significantly reduced to around 2,000 euros. A great step forward. But the goal has not yet been reached.
Marie-Laure reports:
'We're not at the end yet. The next phase is called scaling: we select specific projects that we can bring to market, reduce prices further and break down the access barrier.
For Boris, accessibility is not just a price issue, but also a structural challenge:
We need solutions that are easy to use and available at the right price accessibility. Salomon or Hopper alone could not achieve this. But together we have proven that it is possible.
And the effect goes far beyond the financial aspect. Boris adds:
'In my non-profit organization Level Up , we have taken people to 3,000-metre peaks with these blades. One of them told me: "If I had met you 20 years ago, my life would have been different." I will never forget that.
Accessibility is often thought of in technical terms. But what makes this project special is the focus on the emotional and social experience. For Marie-Laure, one thing was clear from the outset: design is not just about function, but about perception.
She emphasizes:
'If the design is convincing, the disability fades into the background. Suddenly people are talking about the product - not the prosthesis. And that changes everything.
One snowboarder who used the adaptive boot was even mistaken for a professional athlete because of the elegant design.
Marie-Laure remembers:
Someone actually said they wanted exactly this boot. And she replied: "I'm disabled, so I can wear it." Moments like this show what good design can achieve.
Boris also tested early prototypes and was honest:
Some just looked like unfinished models: uncomfortable, unsightly. But thanks to Salomon's design work, today we hear: "I want that too." And also from people with two legs.
The big show came in Paris at the Paralympics. There, Salomon presented three prototypes to the public for the first time:
The response was direct and clear. Maire-Laure reports:
'So many people, including athletes*, media and consumers*, have come forward to test or buy the products. But we have to keep expectations realistic. They are prototypes. Our goal is to perfect them before we bring them to market.
The focus is now on prioritization: Which products can be brought into series production? How quickly is scalable production possible? And how can prices remain affordable?
Boris gets to the heart of the matter:
Five years ago, I was the only one with a Blade at a trail run. Today I've seen ten others. That's progress. That is hope. We haven't reached our goal yet, but the door is open.
In the sports industry, it is often assumed that innovation follows profit. This project shows that purpose can have just as strong an impact - with just as much business potential.
Marie-Laure put it like this:
'This is not about numbers. It's about relevance. If you tell stories about outdoor experiences and top performance, you can't leave out 15% of the population.
Figures underline their stance:
She emphasizes:
'We are not developing a niche solution here. We are building the next market. And it's already here.
Boris also sees inclusion as the next stage of performance culture:
'In the last 40 years, the image of women in sport has changed fundamentally. Now it's time to achieve the same for athletes with disabilities.
As Salomon prepares to scale its adaptive equipment offering, one thing is clear: this isn't just a product line - it's a cultural shift. In a world where many young people don't get enough exercise and barriers for people with disabilities persist, the potential for change is not just great, it's necessary. Marie-Laure knows:
It's not just about athletes* like Boris, it's about the next generation and the one after that. It's about creating a new narrative: about sport, performance and participation.
For brand managers, product developers and marketing decision-makers, this project offers more than just inspiration. It shows how innovation can become sustainable, scalable and socially effective. Boris sums it up in one sentence:
'Seeing someone walk again for the first time is priceless. That's the spirit. That's the future of sport.
More smart technologies that are driving the sports industry forward such as smart performance analytics, AI-powered training systems, immersive fan experiences, retail tech innovations and more can be found at Sports Brand Media at ISPO 2025. The conference will take place on 01 and 02 DEC.