Case Study: NCR Country Club

They should provide discounts to retailers, which will provide better margins and more services in order to influence purchaser at the point of sale. One price for all retailers avoids channel conflict. Track retailer behavior to provide varying volumes of sales call. Adopt ways to improve relationship on one to one basis. Also, think of education on retail front. Sales people are the key figures for selling their products they should motivate them, by providing incentives, rebates commissions etc the sales people should make surprise visits, as a customer to see how their products are being displayed and to study the customer's behavior towards their products. They should provide the retailers with physical space for better inventory management, loss of sales were accounted, because there was no replenishment.

The partners must do additional analysis prior to determining if they should invest in a new miniature golf venture in Golden City. Before establishing marketing objectives, advertising and promotional programs, plans for addressing demand fluctuations and considering alternate locations, they must determine if they can generate sufficient sales to fund operations. They have done market research which provides a good baseline for establishing the demand, course capacity and anticipated costs. Once they have analysed this data and established that the business is financially viable, they can address advertising, demand and location questions by developing a marketing strategy.

Wendy Zinn was smart as she took advantage of the many programs the YMCA offered to employees.Zinn is shown to have the desire to be part of a community that was committed to change the lives of others (Ladge, Ingois, McNett, 2012). Through hard work and dedication to the mission of the YMCA and the values of honesty, respect, responsibility, and caring, Wendy was able to climb through the ranks of the corporation (Ladge et al., 2012). Wendy admitted to no prior experience with childcare when the new East Boston site was being planned. However, others faith in her abilities from her work in the central branch earned her the respect she needed to be promoted to the position of Executive Director of the East Boston YMCA. The acquisition of her

Sauk Valley Community College should have a track and field team for several reasons. SVCC use to have a track and field team. Sadly, they dropped it in the nineteen seventies probably because of the expenses. Track and field is a very popular sport that many students might want to take part in middle and high school, or even at college level. Track isn’t a very expensive sport. It is one of the cheapest sports to participate in. Track and field is also very popular sport in colleges in the two hour radius from Sauk Valley Community College. Bringing track and field to Sauk will bring about 40-50 new students each year. Also, this will make Sauk become a better choice of colleges in the area, because of the distance.

Families in the Silver Spring area are familiar with the Argyle Country Club located at 14600 Argyle Club Road. This community club is known for providing exceptional sports services and memorable dining club experiences since the 1940’s. The Argyle Country Club is the perfect place to go for networking and hosting parties, banquets, and even corporate events.

The Twin Cites Athletic Club has much to offer in terms of healthy life styles. We have a wide range of equipment and classes for your health needs. Our facility has state of the art equipment and was voted number one in the city by our mayor.

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

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

In this report I will discuss the communication problems which exist at Rolling Meadows Golf Club. The problems discussed will deal with channels of communication. The areas which are causing problems are internal. Radios would solve these internal problems.

Our town is notable for having several interesting golf courses. For those residents whose interests lie in other pursuits, those courses are a waste of large quantities of otherwise useful space that could be better used to construct another mall or store. For the golf enthusiasts among us, however, the preponderance of courses is a delightful benefit of living in this otherwise uninteresting locale, where the only saving grace is the plentiful supply of interesting people.

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

To Build the management-research question hierarchy we will first start with the management dilemma. In this situation I see the management dilemma being, the need to attract more membership to support the new renovated facility and to account for the growing age of their current membership. Apparently AT&T purchased NCR Corporation and provided them a 4 million dollar loan to complete their renovations. Their immediate goal is to bring golf memberships to 680 and to increase social memberships as much as possible. The management question

With the product differentiation being one key to Callaway’s success, the next focused on the consumer knowledge of the piece of equipment. New technology is good for the golfing community, but if no golfer is aware of the product or how to use it to its fullest potential, the customer will quickly become dissatisfied. The CGC used television, golf magazines, trade publications, and word of mouth as its primary forms of advertising. The company also endorsed professional golfers on all five major tours (PGA, LPGA, Senior PGA, European PGA, and NIKE) as a vehicle to promote its products. CGC used these professional endorsements more as a validation of the effectiveness of the product in its marketing campaign.

Unfortunately, the golf industry is out of balance with the number of courses (supply) outweighing the number of golfers looking to play a round of golf (demand). Course owners struggle to attract rounds. In order to stay competitive in today’s market, you need to have differentiators that set you apart from your competitors. This module enhances the golfer’s experience at those courses that have it and they have a decided advantage over the competition with all other things being equal. If you are looking to attract more rounds, use the Golfer Experience Module to make the round more enjoyable resulting in more rounds and revenue.

The objective functions and constraints mentioned in step two and three are translated into excel columns as follows Objective Function Formula