Benefits Of A Golf Ball Industry

Companies currently operating within the golf industry, specifically Calloway Golf, must change their current marketing approaches and strategies to withstand the recession and threats facing the industry. Although Calloway has a strong R&D department that tends to remain competitive with products and technology, there have been little results in reference to scores. It is imperative that if companies are going to market a product that will help golfers drive further and straighter that the results depict this so that not to damage the brand name of a product. Secondly, due to the decline in equipment sales and the number of golfers, prices are dropping and companies are outsourcing to maintain the volume needed to remain competitive. Companies must be cautious and aware so that counterfeiting may be reduced. This reduction would also allow companies to reduce their pricing and have more sales without the competition of these cheaply priced knock-offs. In the instance of

Looking at the market we can see that Golf Companies have suffered after the 2008 recession. However, in 2012 golf ball market was $483 million in retail sales from 17.6 million units which was 4.1% growth from 2011, showing that there has been improvement in the market performance from companies that had lower prices for golf equipment as people were willing to spend on their product. However Altius could not regain

• Consumers did not believe condition of the ball to have any consequence on their game. Also, they considered themselves visually strong enough to understand the condition of the ball. This consumer attitude posed a significant problem for PI as it challenges the basis of the concept itself.

This new concept became essential after a meticulous work in gathering information about general consumer’s needs. Marketing team has reached out to a younger generation though different channels of social media and social network such as Facebook, be it Twitter, MySpace and then internationally, High Five and Orchid (Video Case 9) to understand what type of technological breakthrough will satisfy potential customers’ need. Prince Sports, Inc Marketing team work directly with R&D team to combine and collaborate marketing knowledge and technological ability. Together these two teams have created an evolutionary O3 technology with a 24 percent faster swing speed than traditional frames. The explanation of why their technology works better than other brands is pretty simple: “The secret is in the holes”. Like all world-changing innovations, O3 technology is based on an ingeniously simple idea. By replacing traditional pin sized string holes with massive O-ports, Prince Sports created a class of racquets that move through the air faster for increase power and greater control. (Tennis Express, Online Store, http://www.tennisexpress.com).

Socially, what is working for Prince Sports is that the interest in the sport is increasing. As more and more people look to physical activities to improve their health, tennis is an affordable option. The social downside Prince Sports is facing is some of the preconceived notions regarding tennis. Some view tennis as being a challenge to learn and that is only a fad, where interest will fade and be replaced with the next newer fad. Two economic pluses for Prince Sports is the affordability when compared to other individual sports such as golf and the availability of public and club tennis courts. The economic downside is competition entering the market and recessionary spending may limit the ability to purchase more expensive tennis equipment. Technologically speaking, Prince Sports is very innovative when it comes to their equipment, the downside is that the average tennis enthusiast may not appreciate or understand the innovation and fail to make related purchases. Prince Sports, while an industry leader, faces competition from other equipment providers as well as other individual recreation sports, such as golf. The last environmental force facing Prince Sports is the regulatory impact. While Prince Sports works to protect their

Old models take a large percentage of companys inventory what creates unnecessary costs. CGC should move these models to new markets that recently adopted Golf as a sport.

According to the porter's typology of corporate strategy (Richard, 2009). Suggests that corporate strategies can be categorized on two dimensions, based on whether the firm is seeking to be the low-cost producer of standards products or whether it is attempting to differentiate itself by having unique products or services. And the multi product case is not a competitive environmental one cause it shows that people who want the product will generally be willing to pay what it takes to get it and it will have a fixed volume and fixed price and nobody else will be able to manufacture a similar club, due to the patent protection. So the

3M’s Sports and Leisure Products business unit took an existing technology, 3M’s “micro-replication” and applied it to a golf glove. 3M has enjoyed great success from combining the “micro-replication” with high quality Cabretta sheep leather to create a high quality golfing glove that is second to none being offered on the market. Since the introduction of the 3M Greptile Grip golf glove there has been a large influx of competitors who offer a similar technology in the golf market. Although the global market for golf gloves is estimated at $300 million with 60 percent or $180 million in the United States. The problem is

In August, Brian attended the West End Farmers Market. He enjoyed looking at all the different produce and goods for sale as well as talking to new people. Brian started his Special Olympics golf. He had skill practice each week at the Federal Club.

There is a clear inconsistency in the claim that Performance Indicator (PI) offers significant profit uplift potential for golf ball manufacturers and the fact that no single manufacturer is yet to adopt the technology. This memo discusses the key arguments on why this is the case.

- If yes how satisfied are you with it? [Very Satisfied] [Satisfied] [Somewhat] [Dissatisfied][Very dissatisfied]

The U.S. Golf Association (USGA) specified the characteristics of legal balls within tight parameters. These restrictions on size, weight, materials, texture, etc., seemingly left little room for product innovation. In fact, the USGA regulations specified not just what went into a ball, but how it could perform, stipulating to within 10-20 yards how far the ball could travel when hit by a certain type of club traveling at a certain speed, all verified under controlled conditions with robotic testing equipment. Nonetheless, new product introductions were rampant in the industry, with slight changes in surface coatings and dimple patterns, for example, being touted for their ability to add a handful of yards to a golfer’s shots, to give more accuracy, or to create greater control through faster spin on the ball. In addition, ball manufacturers spent millions of dollars on advertising campaigns for their balls. There were three basic types of balls, all conforming to the same general specifications. The oldest technology still in use was the three-piece ball, which consisted of a core, windings, and a cover; this ball was good for spin and overall control. The second, and most popular, type of ball was the twopiece ball, which eliminated the windings of the three-piece ball; this ball produced more distance. The newest technology was the “solid core, multi-layered ball,” which had taken the

New golfers increased from 1.5 million to 3 million between 1988 and 1998, but most of them quit due to increased cost of playing which went up by nearly 50%, unavailability of courses and time involved in playing. The global premium equipment market declined post 1998 due to various reasons like decreased demand, Asian economic turmoil and saturation of product in the market place. To CGC’s benefit the competition on golf equipment

With the professional endorsement by these golfers, the target market was able to see the product in action and also learn how to properly use them. With practice, these average

The aim of Performance Indicator is to increase golf ball manufacturers’ value by increasing revenue from new ball sales as a result of eliminating older, used balls through its color change coating technology.  Although there appears to be a possible financial benefit based on the future perceived demand for new golf balls, PI’s new technology does not appear to have any transparent benefit or value creation for the end consumer (golfer). Consequently, no manufacturer has yet to adopt this technology.