Case Study of Callaway Golf Company Essays

CASE STUDY Prince Sports, Inc.: Tennis Racquets Fast changes in environmental market place such as social development (globalization and development of social networks), economic unsteadiness (crises), technological progress, fast growing competitive world and strict marketing regulatory directly affect work of most of marketing companies or marketing and brand image divisions of the

Callaway Golf Company (CGC) excelled in designing, development, manufacture and marketing of Golf clubs and accessories. Established in 1982, the publicly traded company recorded a steady growth in sales from $5million in 1988 to $800 million in 1997. This was possible due to clarity in vision of its CEO Ely Callaway, which was aimed at making a satisfying product which was uncommon and enjoyable for the average player rather than professionals. The revolutionary clubs were sold to professional as well as average players at premium prices driven by the high performance delivered by them.

Callaway Case Study Questions: 1. Evaluate Callaway 's strategy from 1988-1997. What factors contributed to its success? How strong is the Callaway brand at the end of 1997? Is Callaway well positioned? The transformation from a niche producer to an innovation powerhouse! Important factors: Ely Callaway: • a powerful motivator • defined

Case Analysis of Callaway Golf Company Callaway Golf Company is considered a leader of the golf equipment industry through its development of technologically advanced golf clubs that compensated for the most amateur players with poor swings and helping them achieve a better golf game with the introduction of Big Bertha in 1990 and launched Callaway Golf Company forward at great speed into notoriety of the golfing community (Gamble, 2000). This analysis will thoroughly dive into the many parts of the case of the Callaway Golf Company.

9-702-480 REV: MAY 22, 2003 KENNETH S. CORTS Performance Indicator Robb Osinski and Bob Winskowicz had been friends for twelve years and business partners for five. In the middle of 2002, they felt that they were on the verge of a breakthrough in the commercialization of a new technology that their firm, Performance Indicator,

The Physics of Golf As anyone who has played a round of golf will attest to, the sport is based around many fundamental principals of physics. These basic laws are involved with every aspect of the game from how a player swings the club to how the ball moves through the air on its way toward the pin. It is the challenge that physics presents to the golfer that has allowed the game, and equipment used, to develop so drastically over the past one hundred years. The first golf balls used were called featheries. They were made with a horsehide cover packed with wet goose feathers. When the balls dried they became extremely hard. The major flaw with the featheries was that they could not be used when the conditions were wet because they

Case Study 1: Bear Creek Dan Shay and George Patton formed a partnership and began developing their dream golf range. Their dream range and financial expectations fell short after the initial construction and first year of business. Martha Rawles presented Dan and George with a marketing plan that exposed the weaknesses of their golf operation. The marketing plan revealed a strong need for an advertising plan and expansion to cater to a greater segment of the golf market.

The key issues concerning Callaway Golf Company are: * Relationship with its retail partners * New product development * Marketing strategy Problem: Callaway has experienced its first loss of $ 27 million after 10 years of growth. Competitors had finally caught up to Callaway's superior R & D capabilities and are flooding the market with new products and promotions, raising the bar for consumers on when to replace their equipment.

Manufacturers’ agendas, concerns and willingness-to-pay Golf ball manufacturers would be looking to achieve several key strategic goals, such as increased sales, increased market share and / or increased profitability, to adopt and implement PI’s technology. Accordingly, manufacturers are mainly concerned with the cost and implications on manufacturing, competitor reactions (and customer perception), the forecast growth in the new balls market, the share they could capture and the financial details of agreement.

I. Introduction a. Background Ely Callaway founded Callaway Golf Company in 1982. In the early years, the company was named Callaway Hickory Stick USA, Inc. and specialized in hickory shafted putters and wedges. In 1988 the name of the company was changed to Callaway Golf Company. In the '90s, Ely Callaway and his company changed the golf industry in ways no one could have anticipated. Richard Helmstetter and his R&D department found a way to create a stainless steel driver that had a larger and more forgiving

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

founder of Callaway Golf Company turned the most-feared club into the most-loved almost overnight. The driver became the fastest-selling club at retail. Many innovations have followed. From woods, irons, and putters to golf balls and golf accessories, Callaway Golf has consistently used ingenuity, quality construction, and technology to make the finest premium products in the industry.

The decision for an individual manufacturer to adopt PI’s technology will be determined by the potential increase in sales as golfers replace performance degraded balls with their brand. It is reasonable to assume that individual manufacturers are hesitant to pioneer this technology because there is no assurance that a performance degraded golf ball would be replaced with their own. The data indicate that golfers are comfortable using used balls, or value brands. By removing approximately 50% of the used balls from circulation, numerous golfers may utilize the lower cost alternatives to fulfill their required quantities.

Since the age of four, when I was barely old enough to swing a putter, I have loved the game of golf. My dad, passing his love of the game down to me, would take me out every Sunday to Woods Edge Golf Course in Edgewood; he taught me the ins and outs and the dos and don’ts of the sport. One of the earliest memories I have of these trips to Woods Edge is being a mere couple of inches from driving the cart into a pond while dad was teeing off; this would definitely be considered a don’t in the world of golf. I received my first set of clubs for Christmas when I was eight and a year later, a pass to Pin Oak. Boy was I thrilled. I began to golf by myself and learn my own lessons through my experiences on the course. But as I grew as a golfer on my own, my dad was still there tweaking my swing in the back yard and taking trips to Edgewood with me. My dad is a big reason why I have a passion for the game of golf.

The Aurora Golf Club Marketing Plan 2009 Table of Contents Introduction………………………………………………………………………… 3 Mission………………………………………………………………………………… 3-5 S.W.O.T. (Strengths, Weaknesses, Opportunities, and Threats)… 5 Strengths……………………………………………………………………………… 6 Weaknesses………………………………………………………………………….. 6 Opportunities……………………………………………………………………….. 7 Threats…………………………………………………………………………………. 7 Strategy………………………………………………………………………………… 7 Target Market and Positioning………………………………………............. 8 Marketing Mix……………………………………………………………………….. 8 Product…………………………………………………………………………............ 9-10 Place……………………………………………………………………………………… 10 Promotion……………………………………………………………………………… 10-12 We are pleased to say we more than always get positive feed back. When an error does come up in our system we justify it as quickly as possible for it never to happen again.