Performance Indicator Case Analysis

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

The promotionPromotion is the business of communicating with customers. It will provide information that will assist them in making a decision to purchase a product or service. The pace and creativity of some promotional activities are almost alien to normal business activities.The cost associated with promotion or advertising goods and services often represents a size-able proportion of the overall cost of producing an item. However, successful promotion increases sales so that advertising and other costs are spread over a larger output. Though increased promotional activity is often a sign of a response to a problem such as competitive activity, it enables an organization to develop and build up a succession of messages and can be extremely cost-effective.

The brand image of Altius is still positive and professionals are open to trying other brands so Altius should not worry about innovating. The elevate strategy also packages the balls in the same packaging so the brand is not undermined and the perception of the ball by customers is that it is of high quality and better. Furthermore the new Elevate line will only be offered in the off course channels so the professionals using Altius who get their equipment mainly in the on course channel don’t have to worry about the prestige of the brand as the only products offered there are the professional golf ball lines, hence Altius will make a clear distinction between who the balls are targeted for. In the qualitative analysis we see that the margin for elevate is higher than it is for competitors at 64% compared to their estimate of competitors being between 50-60%, even though it is lower than the normal 70% Altius enjoys it is necessary to cut down the margin now in order to penetrate the off course channel and target the new golfer segment.

2. Segmenting the tennis market: A new breakthrough technology allowed company the ability to divide a new product on three different lines: Performance, Recreational and Junior. This essential break down allowed targeting different consumer demographics by

"Officials check balls as they go into the game, and if the ball doesn't feel perfect, they can throw it out," Daopoulos said. "There is always the possibility that balls can lose air due to the conditions."

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

(1) From the description in Osinski and Winskowicz’s (Robb and Bob) sales pitch and the supporting calculations presented in the case (especially Exhibit 5), PI seems like an obvious source of profits for golf-ball manufacturers.

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

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.

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

Another potential problem is Jones Blair could lose the consumer’s perception of the company being high quality, high customer focused. Jones Blair has continually put focus on being the leader in quality and customer satisfaction and if the company’s prices are the same as all the other brands, what makes Jones Blair stand out?

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 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.

Through market research, Nike found the most impressionable consumers were these Football Obsessed Teens. Generally, these teens were around 17 years in age, Nike’s target age. Nike felt that the “17-year-od consumers were more independent, more driven in their football goals, could choose their own brand, buy their own products and form brand loyalty.” However, Nike recognized that this change would require an adjustment in their marketing efforts. Primarily, these consumers were not just “aspirational” but rather “inspirational,” a type of consumer that will want the tools to become the best possible player.

There is a risk that the product can become too general as other companies try to mimic the Best Western product. Best Western will need to be one step of the market when deciding on future directions of the company.