Essay about Case Assignment 1

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Keep spending money on advertising. CGC should try to stick and develop on particular pro to make him or her a new Tiger Woods, that would not only bring attention to the company but might also attract more people to the sport itself. The company looks big enough to hold its own tournaments that would also bring more people.

OPPORTUNITIES * Locations allows them to easily attract mall customers * Research indicates local population would patronize a new mini golf course * Competitors do not promote effectively * Alliances with other family oriented businesses

The Sundale Club as a whole is facing multiple issues. Membership is currently dropping; membership in previous years was at capacity with people awaiting membership on the waiting list. Now, management is considering holding a membership drive in order to attract new members to fill vacancies. Most of Sundale’s income is generated by the social activities that members attend, with the drop in membership the income flowing into Sundale is also decreasing. The declining membership must be reversed in order to maintain the business.

* Jim Jones shouted his threat at Bob Black at the hockey game in front of

In, My opinion Questions are not as appropriate as it should be. Since the first priority of every golf-club is to provide better Golf service. However MGCC service was not meeting the expectations of members for golf-club and also dining services. Questions were very general and can't make any profitable final decision for MGCC by survey's result. Since, most of the questions are very broad and not including or asking the major issue. Although dining is very important for MGCC but the most of surveyed question were related to dinning rather than

In 1998, Callaway, one of the most famous brands in the golf domain, has experienced its first loss of $ 27 million after 10 years of growth. To resolve this problem, Ely Callaway, the founder of this company, wondered if CGC (Callaway Golf Company) would have to revise the way it approached retailer relationships to raise more mutually beneficial. To address possible market confusion, should the communication strategy shift? In fall 1999, Callaway faced amount of questions; the answers would guide him in refocusing CGC’s retail channels, new-product development, and marketing strategies.

Most of Oakmont’s regular members are professionals, entrepreneurs or corporate leaders who reside in Glendale and the neighboring communities of La Crescenta, La Canada-Flintridge and Pasadena. Some are executives or high-ranking managers in the entertainment industries that permeate the Los Angeles basin. Many current members are children of long-time Oakmont members. Surveys conducted by the club indicate that many members consider other clubs before joining Oakmont. Three nearby clubs - Annandale Country Club in Pasadena, San Gabriel Country Club in San Gabriel, and Lakeside Country Club in Burbank – compete directly with Oakmont for new members. Indeed, the need to provide competitive club characteristics and amenities was a major motivation for the recent renovation of Oakmont’s Clubhouse. Regular members wishing to leave Oakmont do so for a variety of reasons. Some have moved or are planning to move to locations that would limit or preclude their use of Oakmont. Others wish to give up their golfing privileges but continue their association with Oakmont as social members. Some find that due to changing life circumstances (e.g., the death of a spouse), their club usage has declined and it is no

The competitive force that seems to have the greatest effect on industry attractiveness is the bargaining power of the golf’s governing organizations. USGA and R&A limitation to the innovations affects the whole industry from the technology advancement manufacturers to the declining numbers of golfers. The restrictions to the high technology advancement of golf equipment decline a large number of recreational golfers. The manufacturer who tried to continued produce the equipments that against USGA’s rules had face with the failure because golfers did not dare to buy any products that against the USGA’s regulations. USGA and R&A limitation to the innovations force the overall industry and each company to find its own strategic in order to compensate with the USGA.

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

Callaway is a premium golf equipment company which focuses on increasing the overall experience of playing the game for those that use its products. The company will increase market share and profits by focusing on specific target markets over the next 12 months.

The only sane choice is the second one. Golf courses are businesses that are uniquely situated to help support wildlife by creating wildlife corridors as part of their appeal. No other for-profit, suburban business has the same kind of potential to fill this important

3) Mallette also is considering pairing the MPCs up with professional staff at the club the MPC is working at. This would have the same benefit of having professionally certified MPCs, but there wouldn`t be the one-on-one aspect that many club members enjoy and value. On the contrary, club members may be comforted by having a member of their club`s professional staff present, it may lead the club member to trust Callaway Golf and the MPC more. It would also be beneficial as the club member could consult the club`s staff member if they had any more questions after the MPC had left. The inconvenience in this scenario is that Callaway would have to pay the club staff member as well as the MPC.

Ely Callaway, Callaway Golf Company 's (CGC) 80-year:old founder, chairman, and chief executive officer, sat in the conference room one sunny day in fall 1999 contemplating his company 's remarkable story. He wondered how that story might continue in light of some recent internal and external challenges. In the span of a decade, Callaway had built CGC into the dominant player in the golf equipment business, despite charging premium prices. CGC sales had increased steadily from $5 million in 1988 to over $800 million by 1997 (see Exhibit 1 for income statements). He accomplished this with the clarity of his vision: "If we make a truly more satisfying product for the average

Callaway's strengths include a great research and development department, a recognizable name brand, being innovators in the golf equipment industry, maintaining strict guidelines to ensure the quality of all its products is superior, good leaders (mainly Ely Callaway) and having great customer relationship skills. A couple of Callaway's weaknesses are a relatively low stock price and high levels of inventory. Some opportunities include expanding its product lines into new areas like golf balls; going after different segments of the market like the beginner golfers; improving its marketing campaign by signing new endorsers; and building/designing new golf clubs that will continually revolutionize the golf industry. A few threats facing Callaway including losing the gap in innovation with its competitors; a downturn in the golfing environment; changes in leadership may cause the company to suffer; and losing market share to current or new competitors.