What do women need to get started, grow, and stay active? Outdoor entrepreneurs, associations, and sports federations that listen better to this can strengthen their offerings and connect more people to the sport.
You want to reach more women with your outdoor company, association, or union. So you organize an activity, adjust your communication, or develop a new program. But have you first asked what they are looking for?
One athlete wants technical in-depth learning. Another seeks suitable sports partners, appropriate equipment, or clarity regarding the entry level. Those who understand these differences can build an offering that meets their needs.
Imagine: you are organizing a mountain bike clinic for women. All spots are booked. The reactions are enthusiastic. A successful day.
But what follows?
Is there a follow-up that aligns with their goals? Can they ride together somewhere? Do they know who to turn to if they want to continue?
If that next step is missing, the participant has to find their own way. The entrepreneur starts recruiting again for the next clinic. And the association or federation does not yet see the interest reflected in continued participation.
A full activity shows that there is interest. What you organize next determines whether people can continue.
What the growth of women's sports teaches us
In the McKinsey conversation Talent wins: The growing business of women's sports, investor Jason Wright discusses the development of professional women's sports. He emphasizes the importance of the organization behind the sport: knowledge, networks, and business clout help athletic talent reach its full potential.
That conversation is primarily about professional team sports in the United States. It does not prove that the Dutch outdoor market will experience the same growth.
The lesson we at Naru Core draw from this is indeed useful:
Interest only gains lasting value when you organize what people need to participate and move forward.
For outdoor companies, this concerns suitable offerings, skilled instructors, and healthy revenues. For clubs and federations, it concerns good trainers, access to the sport, development, and member retention. These interests can reinforce each other.
Start with the athlete's goal
An experienced climber who wants to learn lead climbing is looking for something different than someone putting on a climbing harness for the first time. A kayaker might want to learn to paddle better on flowing water. A beginner kitesurfer is looking for good instructions and suitable conditions.
Therefore, tailor groups and guidance to experience, ambition, and learning objectives. Do not automatically assume less challenge or a lower level simply because participants are female.
Start with three questions:
- What do you want to learn or achieve?
- What is holding you back right now?
- What guidance or service can help you move forward?
Ask further questions. Behind 'I don't dare do this' may lie a lack of technique, previous experience, unsuitable equipment, or unclear instructions. You discover what someone needs by listening and observing.
What do women need? Don't fill it in beforehand
Some women appreciate a women's group because they find it easier to ask questions there or experience less pressure to perform. Others prefer mixed-gender workouts. The preference for a female trainer or instructor also varies from person to person.
Investigate what participants find pleasant and why. A women's group can work well, but it does not automatically solve problems regarding guidance or interaction styles.
Therefore, also look at daily practice. Can someone indicate her level without being underestimated? Does she receive a technical explanation that aligns with her question? Is there room to set boundaries? Are unwanted comments taken seriously?
And is suitable equipment available? Think of a comfortable climbing harness, a wetsuit with sufficient freedom of movement, or a kayak in which the athlete has good contact and control. Equipment must match the body, the use, and the experience. A 'for women' label says little in itself.
Avoid unsolicited help, lower expectations, and the assumption that every woman primarily needs to work on her self-confidence.
Take women seriously as athletes, with their own experience, goals, and ambitions.
Also listen to those you cannot reach
Your regular participants can tell you what is going well. But they cannot fully explain why others are staying away.
Therefore, also speak with women who request information but do not book. With participants who drop out after one activity. And with former members who no longer felt connected.
Perhaps the times don't fit. Maybe the level is unclear or the step to an existing group feels too big. It could also be that someone has learned enough and is continuing independently. Not every departure means something is wrong.
A short question is enough: What was the deciding factor for you not to continue?
Listen without immediately defending your offer. Look for recurring signals and then determine what you can improve.
Design the next step before the introduction
An introduction gains more value when participants know how to proceed.
For example, a surf school can offer a short series of lessons after an introductory lesson. Participants work specifically on their technique and learn more about conditions, equipment, and responsible practice.
At a climbing club, a trainer can guide new members toward regular training and suitable climbing partners. After a first trip, a mountain sports provider can help determine which skills and experience are needed for a next destination.
Not everyone wants to follow the same route. Some seek regular guidance, while others want to set off independently. Continuing independently does, however, require the knowledge and skills associated with the sport and the circumstances.
Make it clear: where you are now, this could be your next step, and this is how we help you with it.
For entrepreneurs, a suitable follow-up can contribute to repeat bookings. For associations and unions, a better connection is created between getting acquainted and remaining active.
Also assess feasibility. Consider price, group size, supervision hours, and costs. A program must offer value to the participant and be financially viable for the organization.
Give women influence on the supply
Listening only becomes meaningful when the answers influence your choices.
Involve participants, trainers, and instructors in the development of activities, communication, and equipment choices. Give female trainers within associations and instructors within outdoor companies the space to develop and lead programs.
A paragliding school can explore with students how guidance between training days can be improved. A canoe club can assess with its trainers whether new members fit in sufficiently with existing groups. A federation can utilize such experiences for training and club support.
Also ask what barriers women experience to becoming instructors, trainers, or board members themselves. By doing so, you work on both participation and knowledge and representation within the organization.
Connect what is already there
Not every organization needs to build an entire process from scratch.
An outdoor company has instructors and experience with paid activities. An association offers trainers, regular sports sessions, and a social network. A federation can support training and knowledge sharing. A shop or rental company has equipment and product knowledge.
Choose a kayak provider that organizes a course. A local association then offers training to maintain skills. A specialized shop helps with the selection of suitable equipment.
This creates a follow-up without one party having to handle everything.
Make clear agreements regarding guidance, safety, costs, and returns. Start with one joint program. Only expand when participants feel the need for it and the collaboration works for all parties.
Measure what happens afterwards
A high rating tells you how someone experienced the activity. However, it does not tell you yet whether that person will progress or return.
Combine figures with conversations. Did participants feel taken seriously? Were they given sufficient challenge? Did the guidance align with their goals?
With those answers, you can make targeted improvements.
Start with one question and one test
You do not need to immediately develop an annual program or national campaign.
Choose one group with a clear question. For example, trail runners who have experience on Dutch routes and want to prepare for mountainous terrain. Speak with a number of them and develop a small trial with a trainer or instructor.
Determine in advance what you want to learn: are you reaching the intended participants, is the guidance helping them progress, and is there a need for a follow-up? Also check whether the costs and required effort are appropriate.
Improve based on the outcomes. Only expand when the value for participants and the feasibility for the organization are clear. Safety and professional guidance remain the guiding principles.
Make listening visible in your choices
Reaching more women starts with understanding who you are currently missing. Talk to women who don't book, drop out after one activity, or don't fit in. Also ask active athletes what they need for their next step.
Translate the answers into concrete improvements. Clearer information, more suitable materials, different group arrangements, or a logical follow-up program.
This can help entrepreneurs build a stronger offering and longer-lasting customer relationships. Associations and unions can use it to work on participation, development, and engagement.
What would you organize differently tomorrow if you knew better what female athletes need?
Do you want to explore where your offering is missing opportunities? Naru Core helps outdoor entrepreneurs, associations, and federations translate participant experiences into clear choices and a workable approach. Contact us to discuss your situation.
Source and background:
September 24, 2025. The application to the outdoor sector is Naru Core's own analysis.
