On
Olivier Bernhard, a Swiss triathlete and Ironman champion, had a revelation while examining a prototype running shoe: the sensation of cloud-like cushioning created by strips of garden hose. This unconventional inspiration sparked an audacious idea—to challenge the established giants in the sneaker industry by creating a technical shoe purpose-built for elite runners. Despite warnings about taking on goliaths like Nike and Puma, Bernhard was determined to pursue his vision.
When the major brands showed no interest in his radical design, Bernhard didn't give up. Instead, he partnered with two fellow Swiss entrepreneurs who brought expertise in branding and design, strengthening the team's ability to execute on the vision. Together, they refined the highly technical shoe, focusing on the specific needs of competitive runners and gradually building credibility within the elite running community.
On's earliest traction came through direct connections with top runners who experienced the shoe firsthand. The product's technical innovation and performance benefits resonated with elite athletes, creating organic word-of-mouth momentum. This grassroots approach to gaining credibility in the running world proved far more effective than pitching to established corporations had been.
The rejection from Nike and Puma, while initially discouraging, forced Bernhard to take a different path—one focused on serving the needs of elite athletes rather than chasing mainstream distribution. This authentic positioning and product-first approach created genuine demand among the athletes who mattered most. The company's credibility with professional runners became its greatest asset.
On's trajectory accelerated dramatically when tennis icon Roger Federer became an investor in the company. His endorsement and backing gave On the institutional credibility and visibility needed to transcend niche running circles and establish itself as a full-fledged sneaker company. By 2023, On had grown to generate $2 billion in sales, validating Bernhard's original vision and proving that a technically superior product could compete with and ultimately outperform established industry leaders.
- •By solving a genuine pain point from the founder's own athletic experience, the product had authentic technical superiority that resonated deeply with the specific user segment most qualified to judge it.
- •Direct engagement with elite athletes created a credibility moat that large incumbents couldn't easily replicate, because these athletes became genuine advocates rather than paid endorsers.
- •The rejection from established brands forced focus on an underserved niche (elite runners) rather than competing head-to-head with giants, allowing the startup to dominate a specific category before expanding.
- •Word-of-mouth among high-status athletes (professional runners, then Roger Federer) generated disproportionate brand value and visibility compared to traditional marketing spend.
- •Building a complementary team with branding and design expertise alongside the founder's technical vision ensured the radical shoe concept could be properly executed and communicated.
- 1.Identify a specific pain point from your own repeated experience in a category, then prototype a solution that addresses it more directly than existing alternatives.
- 2.Map the most influential users or decision-makers in your target segment and reach out directly with early prototypes, seeking their honest feedback and usage rather than asking for business.
- 3.Recruit co-founders whose skills fill critical gaps in execution—particularly in areas like design, branding, or distribution where your own expertise is weakest.
- 4.Concentrate initial go-to-market efforts on the smallest viable segment of users who will derive the most value and whose endorsement carries the highest status within the broader market.
- 5.Track which channels and user types generate the most engaged early adopters, then double down on that pattern rather than pursuing channels that require paid acquisition or corporate relationships.
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