At Decathlon, certain labels have always stood out: a haven for bargain hunters, a sports supermarket, and a beacon of affordability—all pointing to its reputation for high cost-performance.
This year, however, things appear to be quietly changing. Long celebrated for its low prices, Decathlon has discreetly raised them, sparking rumors that it is moving away from its bargain-friendly image.
When 36Kr raised this issue with Liu Meng, Decathlon’s Northeast Asia brand director for winter sports, and Mou Yang, Decathlon’s Beijing retail general manager, they clarified the shift. They explained that, while entry-level products previously dominated Decathlon’s offerings—making its prices widely accessible—the company has recently increased its proportion of mid- to high-end products. This transition, they noted, may be reflected in the perceived price changes.
Over the past two years, the rapid growth of brands like Lululemon, Arc’teryx, and Salomon has highlighted a growing consumer appetite for mid- to high-end products. In response, Decathlon has begun to pivot toward this segment.
This trend has extended into winter sports as well. This year, Decathlon has introduced more premium products in categories like snowboards and ski wear.
At the same time, Decathlon’s design philosophy is evolving. Moving away from its traditionally utilitarian style, the company is now opting for more fashionable and visually appealing designs. For example, Decathlon’s newly launched sportswear series has reportedly triggered a buying frenzy.
Amid discussions comparing Decathlon to Lululemon, Liu told 36Kr that sportswear isn’t about one brand copying another but about meeting evolving customer preferences. She explained that Decathlon is exploring a product line it rarely ventured into before, which could explain why consumers are noticing a distinct shift.
Despite these changes, Decathlon remains committed to its hallmark principle of cost-performance. As Mou put it, Decathlon’s mid- to high-end products are not defined by price but by the quality they offer.
In addition to revamping its brand and expanding its mid- to high-end offerings, Decathlon is also strengthening its community-building efforts. This year, the company welcomed a new CMO, a strategic move aimed at enhancing its community engagement.
“Decathlon’s community influence may not have been very prominent in the past,” Liu said. “But this is where we can truly shine within the ecosystem in the future—making it more professional and representative of the public.”
The following interview has been edited and consolidated for brevity and clarity.
36Kr: Many people feel that Decathlon’s prices have gone up this year, leading some to claim it is abandoning its bargain-friendly roots. Is this a natural outcome of the brand’s upgrade?
Decathlon: Decathlon has always offered entry-level, intermediate, and advanced product categories. In the past, entry-level products made up a larger share of our portfolio, making our prices widely accessible. Mid- to high-end products only accounted for 10–20%. However, with rising domestic demand for mid- to high-end products, we’ve increased their proportion. These products come with upgraded performance, materials, and design, so their costs—and subsequently, prices—are higher.
It’s not about aggressively raising prices but about offering more mid- to high-end choices. Think of it like shifting from primarily selling USD 3,000–4,000 cars to introducing more USD 7,000 cars. Even at that price, our products remain the most cost-effective option. For example, this year’s sportswear line is viewed as more stylish, yet it remains competitively priced compared to similar products.
36Kr: Have there been similar changes in your winter sports offerings?
Decathlon: Yes. We’ve always catered to entry-level users with our “100” series, intermediate users with the “500” series, and advanced users with the “900” series. The maturity of the sports market determines the timing of new product launches.
This year, we feel more confident introducing mid- to high-end winter sports products. China’s ski market is now attracting intermediate-level users, whose feedback gives us the confidence to expand. Our focus is to better serve this group by improving functionality, comfort, and style, aligning with the preferences of young Chinese consumers. While mid- to high-end products have always been part of our range, we are now making them more prominent and visible.
36Kr: How does Decathlon differentiate itself in the mid- to high-end market?
Decathlon: Our surveys show that consumers recognize Decathlon’s professional-grade ski products, reflecting our reputation as a provider of high cost-performance products. At this moment, we are offering more professional options to our customers, not merely because the ski market is growing.
Customer feedback often highlights a perceived mismatch between the professional performance of Decathlon products and their affordability. This reflects the public’s trust in our expertise. Our core competitiveness lies in our vertically integrated model: we design, produce, distribute, and retail in China, giving us a cost advantage while delivering professional-grade sports products.
Today’s consumers are becoming more rational. For us, mid- to high-end products aren’t defined by price but by quality.
36Kr: Does Decathlon already have some level of brand recognition in the high-end segment?
Decathlon: Yes. Our mid- to high-end ski products in the 500 and 900 series tend to resonate strongly within the skiing community, even if their sales volumes are lower than entry-level products. These items have consistently been recognized by the market.
36Kr: This year, Decathlon welcomed a new CMO. Are there any changes in marketing strategy?
Decathlon: The idea of upgrading our brand preceded this. It’s part of our strategic planning, which includes bringing in new talent and enhancing internal training. We still prioritize word-of-mouth marketing over advertising or celebrity endorsements. This allows us to focus resources on internal development, which directly benefits consumers through better products and services.
In terms of marketing investments, we focus on experiential activities. For example, Decathlon Beijing hosts 8–10 events annually, each attracting over 100 participants. These events aren’t profit-driven; they aim to provide diverse sports experiences. We believe marketing should foster sports engagement rather than rely solely on traditional advertising.
36Kr: Does the new CMO signal a shift in addressing Decathlon’s perceived gaps in marketing?
Decathlon: Our focus is on identifying core strategies for the Chinese market, including community building and social media engagement. We want to highlight Decathlon’s unique strengths and better resonate with consumers, which requires aligning the right talent with these goals.
Instead of relying on endorsements or ads to boost visibility, we aim to strengthen connections with users and communicate Decathlon’s expertise to the right audience. Building a genuine link between sports and users is a process of gradual discovery.
36Kr: Decathlon seems well-suited for community-building efforts.
Decathlon: Decathlon already has a foundation in community operations, given the wide variety of sports we cover. For example, in Beijing alone, our cycling community has over 10,000 members. We regularly organize events, activities, and experiences, connecting various sports within our community. These efforts are led by employees who are sports enthusiasts with relevant expertise.
While Decathlon’s community influence has been limited in the past, we see it as a future bright spot. We aim to make these communities more professional and representative, exploring efficient operational models to integrate engagement into our ecosystem. This will transform community-building from added value into a fundamental component.
36Kr: This year, Decathlon Beijing shifted its stores from suburban to central locations, such as within Beijing’s 2nd Ring Road. Does this increase operating costs?
Decathlon: Previously, we avoided popular commercial areas due to cost and brand positioning. Now, we’re moving closer to sports enthusiasts, shifting from “waiting for customers” to actively reaching them. New stores in Chongwenmen, Wukesong, and Hopson One are markedly different from the traditional image of Decathlon as a “sports supermarket.”
While prime locations appear costly, we don’t pass these costs onto prices. Instead, we rely on operational efficiency to offset expenses. For example, older stores spanned 2,000–5,000 square meters, while newer ones cover about 1,000 square meters, focusing on curated product selections tailored to diverse needs. Over the coming years, we will continue this refined store strategy.
36Kr: Many brands are exploring opportunities in lower-tier markets. What about Decathlon?
Decathlon: We began entering second-, third-, and fourth-tier cities early on. We often say we act “five seconds ahead of the market.” That said, mature sports consumers are still largely concentrated in higher-tier cities, aligning our operations with today’s market dynamics.
36Kr: Decathlon was once dubbed a “male paradise.” Are you seeing more female customers?
Decathlon: Yes, the proportion of female consumers is rising, and the gender ratio is now nearly balanced. However, in certain niche areas, gender differences remain pronounced. For instance, women are leading the growth in surfing and skiing categories. In skiing, male-to-female ratios are almost even.
36Kr: Decathlon is gaining visibility on Xiaohongshu.
Decathlon: Honestly, we’re not entirely sure why certain products suddenly go viral. Sometimes we open our stores in the morning to find young customers emptying the shelves. While the market often educates us, this also shows that our product designs have improved significantly, resonating with young consumers.
For example, this year, we had a locally developed penguin hat that became hugely popular. Many of our product users are young women, especially recent college graduates and young professionals, who are active on social media. Their enthusiasm can create a ripple effect, attracting even more customers. This underscores the power of private traffic over traditional advertising for us.
36Kr: What trends have emerged in the skiing industry over the past two years?
Decathlon: Snowboards have outpaced skis in growth. Sales of snowboard apparel have surpassed ski apparel for the first time, growing at double the rate. Youth snowboards alone saw a 108% increase in sales.
From a demographic perspective, 70% of snowboard users are beginners, with women leading this segment. In contrast, Europe’s snowboard market accounts for less than 10%, highlighting China’s unique growth potential. For the 2023–2024 snow season, China has become the global leader in snowboard market share.
36Kr: What factors are driving this shift to snowboarding?
Decathlon: Snowboarding’s tipping point came a year or two before the pandemic. Back in 2014, most people were still skiing. Snowboarders were typically young individuals seeking to differentiate themselves. Over time, greater exposure to overseas sports cultures encouraged more people to try snowboarding.
Another key factor is the nature of China’s ski resorts, which are predominantly artificial. The snow at these resorts tends to be harder than natural snow, and the slopes are relatively short. This makes skiing less enjoyable for the general public. In contrast, snowboarding offers greater maneuverability, allowing for smoother and more entertaining rides on such slopes. As a result, more people are switching from skis to snowboards.
However, the real explosion occurred after the Winter Olympics, which reignited interest in snow sports. Many beginner enthusiasts were inspired by high-level athletes and the “cool factor” of snowboarding.
36Kr: Has Decathlon adjusted its strategy to meet this trend?
Decathlon: Yes, the structure of our winter sports business underwent significant changes after the Winter Olympics. Previously, skis dominated our offerings. The biggest internal shift for Decathlon has been our increased investment in snowboard products.
While skis were once the focus of our global product lines, in recent years, we have responded to China’s market characteristics by launching many mid- to high-end snowboard products.
36Kr: What are your future predictions for snow sports?
Decathlon: We foresee a more balanced ratio between snowboarding and skiing. Currently, the main demographic for skiing and snowboarding is individuals aged 25–35. We believe future trends will expand to include other age groups. In terms of gender distribution, we expect it to remain similar to current patterns, with an even split between men and women.
Chinese women are particularly bold when it comes to embracing new challenges. They also have a strong demand for social and aesthetic experiences. For many, skiing in winter is not just a sport but also a lifestyle and social activity.
This article was written by Li Xiaoxia and was originally published by 36Kr.
