On October 10, 2024, Outdoor Sport Valley held its Explore Day in Grenoble on the topic of "Disruptive Marketing". From digital foresight to changing consumer expectations, the outdoor industry came together to explore strategies for its global transformation.
Outdoor Sport Valley's Explore Day, which was dedicated to disruptive marketing, was held at Sidas' Basecamp Academy. Topics such as digital foresight and changing consumer expectations took center stage as the outdoor industry came together to discuss approaches for global transformation.
In every industry, technology is rewriting the rules of the game. Consumers have become better informed and more demanding, value chains more transparent and distribution channels more competitive. Traditional marketing strategies are reaching their limits.
At its fifth edition, OSV Explore offered deep insights into the redefinition of marketing. To meet the new needs of consumers, marketing is evolving beyond the basic principles of supply and demand. It places customers at the center of strategies, simplifies offers and sharpens messages to the essentials.
From co-creation to eco-design, profound transformations of business models, artificial intelligence, immersive storytelling and influencer marketing, this day brought together over 20 experts to share the latest developments in their fields.
Disruptive marketing is defined as a bold, creative and minimalist approach to attracting and retaining an increasingly selective audience. According to digital marketing expert Grégory Pouy, who was interviewed independently of the event:
"Disruptive marketing means harnessing the power of AI to create more time to build relationships. It makes it possible to use advertising to convey new ideas of success. Success through accumulation was a 20th century idea. Today, we want fresh air, clean water, time - and above all, to make our lives a work of art."
The day particularly highlighted the rise of technology and eco-friendly practices as powerful differentiating factors in the outdoor industry. However, sustainability as a marketing strategy is bound by clear rules to avoid misleading claims. This change affects trend research, research and development as well as marketing and sourcing. Inspiration was provided on the day by companies such as Google™, Veja™, Chilowé™ and Outside™.
Foresight means recognizing and understanding weak signals in order to anticipate trends. It reflects the polarization of societies and industries. Between ultra-expertise, the search for meaning, regulatory constraints and information overload... For some target groups, the trend has shifted from FOMO (Fear of Missing Out) to ROMO (Relief of Missing Out).
How do you reach this target group? How do you anticipate the change in your own areas of work? What role does a brand play today? This is where Disruptive Marketing Strategies come into play. Sourcing and impact management must fulfill specific requirements and go beyond their original tasks. Innovation and products serve to better communicate a brand's identity, know-how and uniqueness.
The Code Zéro™ agency, which works with Decathlon, Salomon, Petzl and Snowleader, shared its vision of interpreting the future and embedding it in a company's mission.
François Duvillard, CEO of Sidas, talked about the history of the company, which specializes in custom-made and thermoformed insoles. Today, the brand offers a wide range of accessories for trail running, cross-country skiing and more. Special products have been developed in collaboration with brand ambassadors such as Jonathan Albon and the UTMB® team.
Damien Pommeret from Woolmark™ highlighted the environmental impact of synthetic materials. His presentation, which introduced the "Wear Wool, Not Waste" campaign, criticized disposable fashion, which is heavily influenced by cheap synthetic fabrics.
Disruptive marketing strategies also played a role with Chilowé™ and OutDoor Media™, which focused on microadventures, accessibility, responsible outdoor activities and community practices. The Chilowé community prioritizes criteria such as disconnection, destination, accessibility and activity when traveling.
Jean Pourrat from Veja presented the success story of the sneaker brand, which gained over a million organic Instagram followers without advertising. Their long-term strategy is based on product and production coherence, customer service and a gradual development into the sports market.
Artificial intelligence (AI) is seen as the driving force behind disruptive marketing strategies. It is revolutionizing marketing strategies through personalized customer experiences and automated content. Nicolas Durand from Google France showed how AI is not only changing marketing rules, but also redefining their foundations.
Deep learning enables precise data analysis to better understand customers. According to Google, 87% of consumers expect personalized offers. In e-commerce, long-tail search queries (with more than five words) are increasing rapidly, as is interest in second-hand products (+65% in three years).
Approaches for future-oriented, collaborative marketing were developed in interactive workshops. Topics included
Sustainable sourcing is becoming a key component of outdoor marketing. Florian Auger (Outercraft) and Baptiste Arribe (The New Materialist) discussed how linear supply chains can be transformed into circular ecosystems.
Their approaches combine design, science and ecology to develop innovative materials. Sourcing thus becomes the core of storytelling - an element that shapes marketing strategies and makes them authentic.
Disruptive marketing strategies must prevent greenwashing. Some key ideas:
This inspiring day showed how important it is to combine dual competencies in sustainability and AI. Marketing teams thus become ambassadors of OutDoor values and responsible communication.
Sport connects people worldwide and creates communities that are networked across borders. Clubs and brands are increasingly relying on digital platforms and creative formats to reach fans and customers globally and build long-term loyalty. Whether through innovative fan engagement strategies, data-based approaches or authentic peer-to-peer interactions - the future lies in strengthening communities. The future of sport lies in networking. What about you? Do you know your community and what are you doing for it? We've taken a look at the most exciting sessions for you at ISPO Munich 2024. Be inspired by FC Bayern Munich and Juventus Turin, Malaika Mihambo, Kosovare Arsllani and Georgia Stanway as well as a successful digital cooperation that resulted in cycling shorts exclusively for women.
What can sporting goods companies or brands learn from clubs such as FC Bayern Munich or Juventus Turin in terms of brand loyalty? Quite a lot. Even if Thomas Ehemann, Head of Digital Fan Experience at FC Bayern, and Daniele Lunazzi, Head of Marketing at Juventus Football Club, are of course talking more about fan involvement. But sporting goods companies and clubs have one thing in common: they hope for brand loyalty that will last a lifetime at best. As Thomas van Schaik, Athlete Brand Strategist, explains, fan engagement has changed - from an event-based, TV-based business to today's international media-based industry. "The remote fan, for example the FC Bayern fan in Indonesia, will never go to the stadium, but he is a valuable fan." According to him, globalization and digitalization have simply changed our entire sports world.
The Bavarian soccer record champions' strategy is therefore: "We want to lead our fans from social media to channels that we own - our website, our app. This is the only way we have complete control over the fan experience." The club uses SAP Emarsys - an omnichannel customer engagement platform that enables brands to deliver AI-powered, personalized interactions across channels - to reach its fans worldwide in a "smart way" . However, Fernando Pagani, Head of Global Solutions Emarsys, emphasizes: "Data alone does not help if it is not processed. FC Bayern fans go to social media channels, they go to the stadium, they buy merchandising items, they pay for games on TV." SAP has harmonized the data and then made it available on a platform "so that the marketing experts can work with it. So that they can make the smart decisions they make these days". At FC Bayern, "the fan is always at the center, and it's crucial to interact with them," adds Ehemann.
Interaction was at the heart of ISPO Munich - and the slogan "Love every contact" was impressively brought to life here. Never before has it been so easy to bring so many people and business professionals from the fields of sport, health and fashion together in one place. In addition to the Main Stage with inspiring panels and discussions, topic-specific stages such as the Blue, Green, Pink and Yellow Stages offered a wide range of insights and space for exchange. Start-ups and investors in particular took the opportunity to make valuable connections and work together on new ideas at ISPO Brandnew Speeddating. The ISPO Lounge, in turn, became the central meeting point where like-minded people could network, exchange experiences and forge new partnerships. And in numerous topic-specific workshops, participants also worked together intensively on practical solutions that will advance the industry. ISPO Munich proved once again that personal encounters and genuine connections are the key to sustainable success and vibrant communities.
The example of Jack Wolfskin shows how important the exchange within communities is. At ISPO Munich, the outdoor experts presented a program that turns customers into real product specialists. Under the name Guru, they bring their practical experience directly to other customers - digitally and in real time. Stefan Buschmann, Director of Customer Service at Jack Wolfskin, explains: "Our brand was born around the campfire, where experiences were shared and stories were told. We transport this DNA into our online stores to offer our customers real added value." Authentic peer-to-peer recommendations not only strengthen trust, but also make purchasing decisions easier.
The focus is on genuine expertise. The community members, known as gurus, are carefully selected and promote brand loyalty with their knowledge and passion. "Authenticity and emotionality are the factors that set us apart from the competition," continues Buschmann. The figures show that this approach works: Higher customer satisfaction and rising conversion rates speak for themselves. A recipe for success that not only proves its strength in sports, but also in online retail.
For long jumper Malaika Mihambo, sport is "something that unites people all over the world. It brings people together, they experience participation without having to be in the same place. It doesn't even have to be at the same time". Thanks to technological progress, "we can network". For the Olympic champion, the advantage of global communities is obvious: "We can think broader, bigger and achieve greater goals as a society - not just in terms of sport." In order to become more inclusive, it is important "that people around the world have access to technology". Fan experience expert Ehemann cites active participation and a strong sense of belonging as further advantages: "Every fan is also a content creator." It is important for the club to benefit from this ecosystem and pursue the idea of an open source brand. "Every community not only consumes the content that big soccer clubs distribute, but also creates content itself."
The traditional club Juventus Turin is taking a different approach to building up a new, young fan base: "While others are still talking about Gen Z, we are focusing on Gen Alpha. And we asked ourselves how we can reach the kids." With these words, Daniele Lunazzi, Head of Marketing Juventus Football Club, explains the launch of the self-produced animated series "Team Jay". Following a relaunch in 2024, the second season is already underway. According to the club, the first season achieved good results. It reached a global network with over 1.35 million subscribers on YouTube and over 336 million views. The Italians are the first soccer club to take this innovative approach with their Juventus Creator Lab. "We didn't create content as we imagined it, but interacted with our users." That is why the series with the mascot, zebra "Jay", is not about soccer, but about teamwork and friendship, for example. Lunazzi also mentions another figure that describes the global success of the project: "90% of users come from outside the Italian market." No wonder: the series is currently published in five languages, soon in six or seven, and young fans can not only buy a zebra cuddly toy, but also merchandising products in the black and white look.
Simply sit down and pull your cycling shorts over your buttocks - without having to take off your jersey or open any zippers. Which female cyclist hasn't thought this many times? This is now history, because SQLab has entered apparel production with the 3D technology from CLO Virtual Fashion. The Munich-based company combines science, technology and customer requirements to create perfectly fitting products. Instead of using traditional methods, SQlab has been working with 3D design right from the start. "We make sure to incorporate user feedback and we are user-centric at every stage of the journey," emphasizes Pranshu Awasthi, Business Development Associate at CLO Virtual Fashion. With digital avatars that simulate cycling and fewer physical patterns, SQlab "not only saved time with the software, but also avoided errors in the design process and got results quickly," says Lukas Bucht, Head of Research. The mix of technology and customer focus resulted in the SQ Short One12 Women cycling shorts as the first product. Buch: "In combination with our data from our customers' measurements, we know exactly what our customers need. And the visualization software for fittings is so simple, we were able to look at the shorts from all angles, talk about them, discuss them and develop them further."
Jessica Weber takes a look at another community - namely young girls and women. The Head of Sponsoring at Allianz Germany explains the commitment to women's sport by expanding the target group "to include amateur and amateur sportswomen". It is important that "the right people present the brand and that the stories are right". Kim Renkema, Head of Sport at Allianz MTV Germany, also calls for a "new, creative" approach to sponsoring female athletes. She attested that women's sport has "a lot of potential". And Weber adds: "If women's sport becomes more visible, everyone benefits." Thomas Dörr from Dekra can only confirm this: The company sponsors the women's volleyball Bundesliga in order to "raise its profile as an attractive employer for women too". And Bianca Rech, Director of Women's Football at FC Bayern Munich, has a tip for future sponsors: "You have to be involved now, otherwise it will be too late."
"It was amazing to be part of the project and talk to the girls," says Kosovar Arsllani, Laureus Ambassador, about her visit to "Futbalo Girls" in Munich. The project, which is supported by the Laureus Sport for Good Foundation, empowers socially disadvantaged girls with weekly soccer sessions, among other things. The Swedish international striker is enthusiastic about "how sport is used as a tool for the young girls to integrate them into society". Arsllani has set up a similar project in her home country so that girls from different cultural backgrounds have a community in which they feel safe and can play soccer together. "It will always be a challenge, but the main thing is to find ways," Arsllani encourages others to follow her example and use the universal power of sport to connect children, young people and adults across all language and cultural boundaries. Or as Ned Wills, Laureus CEO, puts it: "You don't need to speak the same language to play soccer and bring communities together."
What do sportswomen like Georgia Stanway, midfielder at FC Bayern Munich, want from the sports industry? "They should invest, not just money! It's time for them to stand up for women's sport so that female athletes can achieve their goals." Because one thing is clear not only to the England international, but also to her Swedish soccer colleague, Kosovare Arsllani: "It's about investment to create new role models. You are responsible for the future of those around you. If you have the will to change something, then you can. For the next generation." In this context, she cites the owner of London City Lionesses, Michele Kang, as her "biggest inspiration". "She believes in the project and is willing to invest in us." The entire science is geared towards men and Kang ensures "that we are treated as women and not as little men". And looking to the future of women's sport, Arsllani says: "Think about how well this will go in the future if we get all these resources and scientific knowledge."
Pascal Conte-Jodra is the new CEO of Fusalp™, a French brand renowned for its high-end ski and streetwear. Appointed in September 2024 and with over twenty years' experience in the fashion industry, Pascal Conte-Jodra has previously held executive positions in prestigious luxury houses.
Fusalp™ is an iconic French brand that embodies the perfect alliance between technicality and lifestyle. Known for dressing Olympic ski champions in the 1960s, Fusalp has evolved over the decades while preserving its mythical heritage.
"I built my career path between creativity and performance within iconic fashion and luxury houses. In the United States, where I spent over 15 years, I had the opportunity to evolve at Hermès™, Carolina Herrera™ (Puig) and Marc Jacobs™ (LVMH), alternating between financial and general management roles. Back in France, I managed Mugler Fashion™ and Y/Project™, two bold and avant-garde houses. My interest in creative talent management and brand positioning is at the heart of my vision. At Fusalp, I draw on these experiences to balance tradition, innovation and strategic development."
"I am deeply honored to have joined Fusalp, an iconic house with a strong brand heritage, a unique DNA and an unwavering commitment to innovation, excellence and style. It was with passion and determination that I decided to bring my experience to bear on the brand's ambitions for growth, while strengthening its influence on the international scene. In 10 years, Fusalp has undergone a remarkable transformation, growing from sales of €5 million when it was acquired in 2013 to €65 million today, with the ambition of doubling this amount within five years."
"Fusalp is much more than a ski brand. It's a Luxury Lifestyle Brand, rooted in the Alps and buoyed by 72 years of innovation thanks to the vision and talent of two master tailors. Right from the start, the brand revolutionized downhill skiing with iconic inventions such as the spindle or the ski suit, which propelled Fusalp to the forefront of the international scene, with the French national ski team in particular making it their preferred ally on the slopes.
Today, we apply this demand for quality and technicality to all our product categories, from mountain wear to lifestyle pieces, because Fusalp stands out for its highly technical, timelessly elegant garments with a recognizable silhouette.
Our past collaborations, such as those with Chloé™ or Pucci™, illustrate our ability to showcase our know-how in a variety of universes. Our mission is clear: to celebrate French excellence and elevate style, from mountain to city, winter to summer, from 0 to 3000 meters."
"Technology is essential to our product innovation. Since 2018, our R&D laboratory in Annecy has carried out over 8,000 tests annually to guarantee the quality of our products, the durability of our textiles and the excellence of our sourcing according to our exacting criteria. We're always on the lookout
On the digital front, we have also achieved key milestones, notably with the overhaul of our e-commerce system. Although artificial intelligence and blockchain are not yet fully integrated, they are part of our strategic thinking. Personally, I'm very interested in new technologies in general, with a particular focus on blockchain and artificial intelligence, convinced of their potential to redefine the standards of our industry."
"At Fusalp, we're convinced that a sustainable approach is much more than just a sales pitch. For us, it is the very foundation of our commitment to the future. We continue to invest in textile research to develop ever more efficient and responsible solutions, while reinforcing our strategy of sustainability, longevity and circularity. Sustainability is a pillar of our strategy, and we go the extra mile to design products that are built to last, thought through with a transgenerational logic, to stand the test of time. This is supported by :
- A global after-sales service that supports our customers throughout the product life cycle.
- A circular strategy, favoring longevity, repair and the use of responsible materials.
- The implementation of greater transparency, which will provide clear and precise information to its consumers."
"Fusalp has established itself as a major player in traceability and transparency thanks to its partnership with Trace For Good™. By combining innovation and social responsibility, the company ensures exhaustive multi-material traceability and is committed to providing clear and accurate information to its consumers. This innovative project, supported by a major mobilization of suppliers, guarantees exemplary legal and environmental compliance. It also makes it possible to assess the ecological impact of products through in-depth life-cycle analyses. With full traceability starting with the Spring-Summer 2024 collection, and an ambition to tell the story of each product, Fusalp confirms its position as a pioneer in transparency."
"Fusalp has been able to endure in this sector thanks to its rich and authentic heritage, for its longevity is based on its ability to evolve while respecting its roots, revolutionizing downhill skiing in depth right from its creation in 1952, thus etching its mark on the history of winter sports. This heritage creates a strong emotional bond with its customers, offering them more than just a garment, but a genuine experience rooted in French know-how and elegance.
By cultivating this sense of belonging, Fusalp has federated a loyal community, attracted by the unique alliance of technicality, innovation and a recognizable, elegant silhouette. Today, thanks to this combination of tradition and modernity, Fusalp is more than ever an undisputed player in luxury and winter clothing, combining heritage and excellence to continue seducing generations of enthusiasts. What's more, our offer extends far beyond skiwear, with lifestyle pieces that appeal to an active, urban clientele. Our collaborations, like the one with GB SnowSport, the British alpine and para-alpine ski team since 2021, enable us to remain relevant and strengthen our influence on the international scene."
"The industry is evolving in the face of demanding consumers looking for quality, durability and a unique experience. At Fusalp, we respond to these expectations by offering versatile garments designed to accompany an active lifestyle, outdoors, between mountain and city. Each piece is thought through to the smallest detail, combining technicality, comfort and elegance.
Our ambition between now and 2030 is to continue moving upmarket, and become a must-have brand for those seeking a balance between innovation, aesthetics and durability."
Today, Fusalp is as much a major player in the ski industry as it is a benchmark in ready-to-wear, combining comfort and elegance for a contemporary lifestyle. Headquartered in Annecy, in the heart of the Alps, the brand continues to draw inspiration from its mountain environment while meeting the expectations of a modern, demanding clientele. Working closely with Mathilde Lacoste, the brand's artistic director, Pascal Conte-Jodra will inject a new creative and operational dynamic.
The Digital Product Passport is coming. While it is not yet clear what content it will actually include, it is important to start dealing with it today. Maxim Group has been at the forefront of supply chain digitization for years. With its wealth of experience and cutting-edge Eco-Trac data tool, it's ready to help companies in the apparel and sporting goods industry embrace the DPP.
The Digital Product Passport (DPP) is a digital system that has been introduced by the EU as part of the Ecodesign for Sustainable Products Regulation (ESPR). Although the final design of the DPP has not yet been adopted, it will have the task of collecting information about a product from its manufacture to its use and on to its recycling or disposal. The aim of the DPP is to improve the transparency and traceability of products and thus promote the circular economy. For example, it can contain information about the required recycled content and provide recyclers with instructions on how to recycle the product. For consumers, it can provide information about the sustainability of the product and serve as a basis for more informed purchasing decisions. For brands, it can deliver information about how the product has sold in stores or how consumers interact with it.
In any case, the DPP requires a robust digital infrastructure that aggregates all the data that needs to be accessed in the background across the entire supply chain. Maxim Group has been working on supply chain digitalization in the apparel and sporting goods industry for more than 20 years and knows the pitfalls of implementing global digital ecosystems. We spoke with Tom Wielicki, Global Vice President Innovation & Sustainability at Maxim Group, about why companies should start thinking about it now, what the hurdles are, and what benefits the DPP will bring in the future.
Unfortunately, in the beginning, many customers look at the wrong green. The cost, the delays, managing another process, more big data. Once the potential pitfalls are identified and addressed, the benefits can be described as, unprecedented transparency and accountability. This starts to drive the right green, and good for the planet too. Whether its backward traceability or trying to streamline a process, having the production details behind each product in the form of an Eco-Passport or DPP, changes the decision-making process from “yes, lets try that” to “science based”.
In short, to conduct a GAP analysis and eliminate potential disruptions. Adopting DPP as an idea is quite simple. Rolling it out is a little more challenging since the data capture process starts at very early stages of manufacturing, sometimes as early as raw materials. Getting identifiers on products and defining the capture process is the foundation of any DPP project but also the most time consuming. This is where a lot of unexpected issues get exposed and early adoption allows us to address these issues before injecting products into the supply chain.
The adoption of DPP has already taken place for many industries, including sporting goods. Although legislature still needs clarity on the scope of information required, many retailers and brand owners have opted to start with consumer engagement and include basic item information. The sporting goods segment also presents a unique opportunity to engage customers with digital instruction manuals on how to use or care for the product.
Upstream suppliers, EDI standardization, no existing digital presence and ERP system not at item level are some of the primary hurdles we run into. For most there are work-around solutions but we have had cases where a full ERP/WMS system replacement was necessary before any DPP adoption took place.
The back end of DPP will be government controlled with an assigned ID. We then marry that government issued ID with all of the critical events we captured at factory level including all of the sub-component suppliers and match to corresponding purchase order. This creates a fixed chain of expected events which can be flagged if anomalies occur.
If the data already exists in a digital format, Eco-Trac can make use of it. Size, color, composition, how much water or type of ink used, power consumption etc. are just a few of the possible data sets we rely on. Some of the information is automatically populated based on geographical location, time and date stamp or operator ID. I think it is essential to be very selective in which data capture points should be included. The more data, the larger the storage, longer query and response times. Once the European Commission publishes the mandatory fields within the DPP definition, we will be able to turn modules on and off as needed.
The Eco-Trac system provides a central location for both retailers and manufacturers to seamlessly exchange and monitor information resulting in one version of the truth. The connection to our e-Max variable data ordering platform eliminates data entry redundancy and shares all of the product details across the complete Eco-Trac ecosystem.
Certainly. Any scan of a DPP identifier will result in that action being registered on the other side. Big data can then be filtered to deliver statistical analysis and evaluate how many scans resulted in a purchase, for instance. Consumer behavior can now be analyzed using science-based data, significantly improving results.
Yes, this is a very common question. The DPP requirement states that the unique ID has to be human and machine readable throughout the life of the item (EOL). This eliminates the potential use of self-adhesive stickers on packaging or apparel hangtags. We have several carriers for DPP ranging from a plain care label that withstand 100 wash cycles to heat transfer labels with embedded RFID. In some cases, the unique identifier can be printed directly onto the product and with the help of realID.eu, managed dynamically.
Our digital journey began in early 2000’s. Managing variable data for care labels, hang tags, stickers and RFID has always been our core capability and DPP is just an extension of what we have been doing for years.
We provide RFID tracking and identification solutions to the top 100 global brands and retailers.
We predominantly operate within the apparel and sporting goods space but we do have clients ranging from automotive to garden nurseries. Eco-Trac combined with our global footprint is agnostic, which means it can be applied to any industry.
This is a very difficult question as each supply chain is different. The average time to digitize products is 30 days but very dependent on what critical events we want to capture and how much digital presence already exists. For customers that already utilize e-Max, our data management platform, that time can be cut to around 14 days.
Our aim is to provide a platform where exchange of information for all parties is simple and transparent, eventually linking all of the purchase orders of finished goods to their initial raw material PO(source). This will soon allow us to track, authenticate and build comprehensive LCA’s from raw materials to the shop floor the Eco-Trac way.
Find out if you are ready for the DPP and take part in our survey here.
Every beginning is difficult: On average, nine out of ten start-ups fail, and only 1% reach the 10 million revenue mark. ISPO introduces AI tools that can help you and your company optimize processes and boost productivity. We spoke with founders. Read here how ISPO Brandnew Winner DiFold uses AI and has benefited from the ISPO Brandnew Village. Start-ups in the sports industry will also have a presence at ISPO 2025 from NOV 30 – DEC 2 in Munich.
5 AI tools that boost your productivity:
Start-ups face immense challenges as they try to establish themselves in a market. The most important of these is the lack of funding. Finding investors who will believe in the product and invest in the start-up is a critical hurdle. As Guisy Morza, ISPO Brandnew Project Manager, said:
"Starting as a small player, you have to move fast, make decisions, and launch—even when resources are tight. It's a trade-off between survival and scaling, but every step forward brings growth."
Intense competition too is a major barrier when entering the market. Most start-ups succumb to the reach and market presence of established companies. Gaining visibility and acquiring customers is another difficulty faced by a start-up. With limited budgets, spending on marketing activities is a tough task. Together, these barriers present a formidable challenge that start-ups have to navigate.
While these challenges can seem overwhelming, networking and the ability to differentiate the product can help in overcoming most of the above obstacles. Business events and exhibitions are a powerful means of showcasing your product and seeking potential investors.
Such events offer valuable exposure that is critical for start-ups to gain visibility. Besides the networking gains, these events are a chance to get the right feedback on your product and figure out ways of improvement.
Participating in niche events that fit your product is also helpful as it attracts the right target audience. According to Radina Popova, CEO DiFold, their brand benefited from participating in the ISPO Brandnew Village event. It gave their brand the necessary exposure, helped in networking and finding clients, and gaining feedback and recommendations from customers.
DiFold is a German start-up that was established in 2018. They aim to create reusable collapsible design containers made with sustainable material. Their flagship product is the foldable Origami bottle that aims to replace single-use plastic bottles. To gain expertise and design a robust strategy, DiFold leveraged the Kickstarter Program in the initial phase of its journey.
Thereafter, through crowdfunding, family funding, and angel investments, the brand was able to raise the capital required to deliver 6500 bottles by 2022. For production, the brand chose China due to the exorbitant production costs for a small brand in Europe. Another reason for choosing China was the split payment and other flexible options they were able to avail. This helped them reach their production target within budgetary constraints.
DiFold has won several awards for its innovative design and focus on sustainability. Once production began, the next focus was to gain exposure for the brand. DiFold participated in and was chosen by Globetrotter’s iStartup program. This gave them access to a widespread distribution channel, presence in Globetrotter stores, and promotion on their website.
Through this program, they participated in the ISPO Brandnew Village, a unique Expo dedicated to sports. The brand was also part of the ISPO Brandnew Award Journey, where it competed with other start-ups and got Special Recognition. For Radina, besides the amazing opportunities presented by the event, it was also a learning experience that helped the brand grow and evolve.
Overall, utilizing the right channels and opportunities helped the brand acquire and connect with its target audience.
Very often, start-ups lack the resources and infrastructure needed to scale their business. They also lack the expertise of established companies that have valuable insights into the functioning of the market. This gives rise to the need to partner with enterprises that have the necessary resources, market access, and expertise required to scale a brand. Startups like DiFold could comprehend the crucial role of strategic partnerships in boosting their business.
Their tie-up with Globetrotter gave them access to a well-established network of online and offline stores. This helped them acquire a readymade base of customers without having to incur acquisition costs. They were also able to capitalize on the Globetrotter brand name to achieve credibility and gain customer trust. In short, partnering with the right brand can be a game-changer move for startups that are looking to scale their business in a short time.
Technology can be instrumental in optimizing the time dedicated to activities, as well as automating time-consuming work.
According to AI Product Owner and Innovation & Data Science Expert Markus von der Lühe, working 60 hours a week and increasing productivity by 40% by using AI is equivalent to gaining an extra 24 hours of output without actually working those additional hours. Leveraging AI can enable startup founders to achieve more and significantly boost their efficiency.
Here are five of the best AI tools for business productivity:
To sum up, here are important learnings for start-up founders:
Start-ups have a steep learning curve, coupled with innumerable challenges to growth and success. However, perseverance, along with a proactive approach, can help overcome obstacles. The trick is to expand your network, be adaptable, and utilize every opportunity that comes your way.