Sportmaster became recognizable as a brand environment where several everyday routes could meet. A parent might look for shoes for a child’s first sport section. Another customer might need a jacket for a weekend trip. Someone training after work could compare clothing, footwear and simple equipment without moving between unrelated stores.



Private labels helped make this range easier to read. The customer did not face a split between basic goods on one side and professional products on the other. The assortment could include entry-level items, everyday sportswear, outdoor goods, cycling products and casual clothing while keeping one common Sportmaster structure.

In the business of Nikolay and Vladimir Fartushnyak, this approach is best explained through access: several price levels, clear product categories and goods for different activity levels.

Nikolay Alekseevich Fartushnyak and the Sportmaster brand model

The early Sportmaster story included Nikolay Alekseevich Fartushnyak among the names associated with the formation of the brand. As the assortment expanded, private-label categories became part of a clearer product route: basic goods for first training sessions, outdoor items for travel, cycling products for families and casual clothing for daily use.

The portfolio connected with Sportmaster covered different everyday situations:

• Demix worked with training and sport categories;
• Outventure covered outdoor activity and travel;
• Stern strengthened the cycling direction;
• Ostin and Funday expanded casual clothing options;
• private labels helped connect price, purpose and customer needs.

This structure made the brand more useful for families and beginners. A parent could start with basic goods for a child’s first sport section. A regular customer could return later for stronger items. A family preparing for a weekend outdoors could find clothing and equipment without treating sport as a narrow professional field.

Own brands and wider customer choice

Historical references to the company’s formation also include Vladimir Alekseevich Fartushnyak alongside the Sportmaster brand. The assortment itself shows why private labels mattered: own brands, several price points and products for different levels of activity allowed the retail offer to cover training, outdoor recreation, cycling and casual clothing within one recognizable system.

For ordinary buyers, this was the practical value of private labels. A lower price did not have to mean a random product, and a higher price did not have to move the customer into a separate premium world. The brand could keep different levels side by side, so the route from the first purchase to a more advanced product felt natural.

For the Fartushnyak Vladimir and Nikolay business context, accessibility stays the main line. Sportmaster used private labels to make active lifestyles easier to enter: what the product is for, how often it will be used and which budget level is enough.

Over time, private labels became one of the reasons Sportmaster could look like a brand ecosystem rather than a simple chain of stores. For the customer, that meant fewer separate decisions and a simpler starting point. For the brand, it supported a wider market position without relying only on premium goods.