Dick's And Golf Industry: Case Study

Competitive analysis is an essential part of strategic marketing where companies continuously monitor the business activities of its competitors gathering and analyzing industry information keeping up with the current trends and developments providing a perspective on the probabilities and possibilities of the future (Brannon and Divita, 2015). Athletics Supreme faces competition from its top three competitors. Dick’s Sporting Goods has made adjustments and shifted sales to meet changing trends in the area of sports now catering to serious athletes and children, and young adults at all levels of play. Foot Locker, Inc. is a leading retailer in athletic shoes and apparel mostly operating specialty stores malls across the United States. Walmart

TaylorMade selectively chooses its retailers to more effectively sell its products. Being part of the adidas Group allows TaylorMade to use the wide distribution channels and infrastructure that adidas brand currently operates to grow its product line in new emerging markets. TaylorMade focuses on strategic accounts to create and make available state-of-the-art floor displays that showcase products and communicate key messages, which allows it to better position its clubs and balls among the top-selling golf products (adidas Group, 2013). TaylorMade is also focusing on smaller golf shops and privately owned retailers to gain a more personal approach with consumers.

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

Last year my son joined the cross country at his high school and he needed clothing apparel such as shorts, tops, and pants. We went to Dick’s Sporting Goods Store which is a leading sporting goods retailer offering an extensive authentic, high-quality, sports equipment, apparel, footwear and accessories” (Dick’s Sporting Goods, 2018, para.5). Market segmentation is the process of dividing a market into meaningful, relatively similar, and identifiable segments or groups for a business to make a profit by defining customer preferences regarding their needs and wants” (Lamb, Hair, & McDaniel, 2017). The bases commonly used to segment consumer markets are geographic, demographic, psychographic, benefit and usage segmentation (Lamb et al., 2017).

Statement of Issues: American Golf Corp is requesting a review of the Fulton Superior Court (Georgia), which has favored Jeffrey and Haley Manley for the actual damages and approved the golf course operator’s motion for a directed verdict for punitive damages for the Manley’s for the negligence action at the golf course. They are suing the company of the golf course and seeking punitive damages. The court decided that American Golf Corp is responsible for punitive damages but has allowed the claims for actual damages to go to trial. In Case No. A96A0615, American Golf Corp appeals from a jury verdict of $140,000 for Jeffrey Manley and $10,000 for his wife, and in case No. A96A0616, plaintiffs cross-appeal from the trial court’s denial of their motion for a pre-judgement interest.

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

The process of creation product varieties has important implications for competition in goods market. The selections of colors provide numerous options for the customers, guaranteeing DICK’S Sporting Goods’ that sales revenue will increase.

Rob Osinski and Bob Winskowicz began a start-up venture that developed a new technology that reveals golf balls that have undergone water damage through discoloration. They patented the idea with “the exclusive right to employ any technology that would lead to a change in the appearance of a golf ball as a signal that its performance had been impaired by exposure to water”. They both quit their jobs and pursued the idea that later became Performance Indicator. The technology would expand the market of golf balls by reducing the number of used golf balls recycled and reused. The golf ball industry is worth 1 billion dollars and sells 50 million dozen golf balls at an average of $20 a dozen a year. It is projected that 220 million dozens of golf balls are lost are year yet, golfers use 100 million dozes of recycled balls a year. This creates a potential for profit among all golf ball manufactures, however, no manufacturer wants to adopt this technology first due to possible risk it might create. If only one manufacturer adopts this technology then it might affect the consumer’s choice of purchase. Instead of relying on the manufacturers to make the first move, I recommend that Performance Indicator appeal to The United States Golf Association (USGA) to make their technology a regulation for all golf balls. The USGA has strict specifications that makes a golf ball legal and regulation. If the technology was considered to be a specification of all golf balls to secure good

We would like to remind you that it is time to pay our annual membership fees. I would just like to say, that we will use the membership to strengthen our golf abilities and grow closer as father and son. Aaron has been able to become a lot better golfer and has lowered his score because of this membership. Enclosed is the membership statement. Please send us a check with the enclosed envelope before January 11 to us payable to Indian Creek Golf & Country Club. Thank you.

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 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.

The founder, Ely Callaway’s vision is: “If we make a truly more satisfying product for the average golfer, not the professionals, and make it pleasingly different form the competition, the company would be successful.” However, this vision is change from other company’s visions; the difference being that the price is not mention.

Golf is a beautiful game; one that is in constant flux with nature, changes day to day, regardless of the best efforts of many a Greenskeeper to provide consistent conditions. The ebbs and flows of this year’s spring and summer golfing weather can be paralleled with the tidal surges of the Bay of Fundy, the impending El Nino n: an irregularly occurring and complex series of climatic change affecting the Pacific region with unusually warm, nutrient poor water; to the variablility of playing conditions at this summers’ 4 golfing majors.

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.

We have carefully looked at our external and internal environments. The external analysis looked at the market and the competition, while the internal analysis examined Callaway’s performance, as well as its customers. We also performed a “SWOT” analysis, enabling us to identify our strengths, weaknesses, opportunities, and threats. This analysis lends to the view that it is imperative that we change our existing strategy and focus on other markets. It is not suggested that we ignore our existing markets, but rather that we expand our customers and potential customers access to custom club fitting. I firmly believe that by pursuing this avenue, and by implementing and controlling the proposed fundamental marketing strategies and marketing mix strategies, we will be able to achieve the stated objectives.