THE 2020 pandemic has had lasting effects on daily life that continue to influence us today. Beyond changes in work and social interactions, a significant shift has been observed in how people spend their leisure time.
While some turned to activities like baking and gardening during lockdowns, others found inspiration in nature-based outdoor hobbies such as camping and hiking.
Mike Chu, co-founder of outdoor gear brand Tahan, shares with StarBiz 7 that this period sparked a notable rise in interest in outdoor activities.
“Travel restrictions pushed people to try camping for the first time, and many discovered it could be just as enjoyable as travelling abroad, and far cheaper. Many have stuck with it since then,” he says.
Demand for camping has surged, leading to a rapid increase in the number of campsites across Malaysia over the past six years.
Today, the country boasts more than 600 campsites, with popular locations often fully booked up to three months ahead.
“This trend isn’t confined to Malaysia – it’s spreading across South-East Asia, driven by young, affluent populations with more leisure time and disposable income,” Chu says.
As a homegrown brand offering reliable, tropical-climate-suited outdoor equipment and gear, Tahan is well-positioned to meet this growing enthusiasm for local outdoor adventures.
Originally launched as PTT Outdoor in 2016 by Chu and co-founder Jason Khoo, the company was built by two entrepreneurs with successful backgrounds in eCommerce and technology. Both are also passionate outdoorsmen with practical experience in outdoor retail and organising adventure activities.
These backgrounds led them to recognise a gap in the local market for reasonably priced high-quality outdoor gear.
“The high cost of imported western brands made many products too expensive. In order to address this, we founded the company to provide high-quality products that are affordable and accessible to a wider audience, and to share our passion for the outdoors,” Chu says.
The business initially began as an online marketplace reselling products from generic brands.
“That allowed us to significantly grow our capital, establish core business infrastructures, and deepen customer insights,” he shares.
Over time, they started making their own ODM (original design manufacturer) products tailored for tropical conditions, eventually fully pivoting to the Tahan brand.
According to Chu, the move towards Tahan enabled the company to adopt a stronger brand identity that encompasses the team’s vision.
“Our unique value proposition is in tropical leisure camping and hiking. We develop products specifically for high humidity, wet and warm climates, while most western brands design cold weather gear that’s not optimal for warmer locations,” he says.
Another differentiator for the brand is an emphasis on making outdoor activities accessible to more people, regardless of fitness level or available time. Tahan’s designs are oriented towards convenience and comfort, catering to those seeking a carefree outdoor experience without having to “rough it”.
“Not everyone wants to summit a mountain. Some just want to spend a weekend with family and friends in nature without it being complicated or uncomfortable. Focusing on leisure camping and hiking significantly increases our total addressable market while operating in an expanding niche.”
As a brand that first pitched its tent in the direct-to-consumer (D2C) online space, Tahan has largely refrained from venturing into physical retail throughout the years. Chu says that the decision to remain primarily online has served the company well.
“It allows us to scale domestically and internationally while keeping costs low. We can be nimble in building the brand, so if something isn’t working, we can pivot quickly.”
However, he stresses that offline retail is not completely ruled out. In fact, the business is exploring partnerships with big-box stores, with the aim of complementing their offerings with Tahan’s camping product range.
“What excites me about the timing right now is that as a D2C brand built on digital channels, we’re well positioned to capitalise on agentic AI,” he says.
“We can reach customers in multiple markets at a fraction of the cost compared to legacy competitors with massive cost bases. And unlike software companies, we’re dealing with physical goods so we’re far less likely to be disrupted in the age of artificial intelligence.”
The business plans to continue expanding its product range. It is also looking to partner with campsite owners, operators and regional distributors to widen its reach across Malaysia and beyond.
“We’re entering new markets, including under-served ones, by leveraging digital platforms and channels that are under-capitalised,” Chu adds.
He says it’s a proud accomplishment to have “crossed the chasm” from reseller to brand builder with its own designed products and an international presence, especially without raising private investment.
“The risks are often underestimated, yet we’ve done it profitably, sustainably and entirely on our own terms. There’s still plenty of headroom ahead.”
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