Performance Indicator

The mechanics of a golf ball tell you what is on the inside and they can also affect your game. The energy in a golf ball also can affect your game. Based off of the conditions the ball with travel a certain distance. Titleist makes the best balls because they have the most experience. All golf balls use some of the same mechanics. Golf balls use various forms of energy, allowing better results. You have now observed what is really behind a game of

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

Imagine the sun bursting through the trees for the first time of the new day, the smell of freshly cut grass still potent to your nose as you tee the ball up for a round of golf in the cool mist of a spring morning. "That is what brings you back every time, the smell of the air, the coolness of the whether and the beautiful surroundings that make every shot enjoyable." (Suess, PI) This is the game of golf in its finest and most exquisite time to many people and many people it has touched in its long history. Golf is a lifestyle and not just games to people that are avid in playing. The game of golf has a history that is rich in technological advances and personal accomplishments, which through time has shown to shape

• They also mentioned the fear on the coloring of the ball into gray and impact of the same over the brand.

The other board members are worried that the new strategy may “damage the brand, undermine the pricing architecture, and impair margins” The new cheaper, non-conforming Elevate golf ball would be priced at $27 per dozen, which is more than “40% below the company’s flagship Victor TX line” and is targeted at recreational and beginner golf

In determining how the edge will move, there are multiple assumptions each manufacturer must make such as, will anyone else in the industry do this where I will get the benefit from them as well? Is it beneficial if I’m the only one? Will this put pressure on pricing since customers will have to purchase new balls? Will there be additional costs to educate the end consumer so they understand what the color means? Is there a negative impact of seeing my ball grey that

This new concept became essential after a meticulous work in gathering information about general consumer’s needs. Marketing team has reached out to a younger generation though different channels of social media and social network such as Facebook, be it Twitter, MySpace and then internationally, High Five and Orchid (Video Case 9) to understand what type of technological breakthrough will satisfy potential customers’ need. Prince Sports, Inc Marketing team work directly with R&D team to combine and collaborate marketing knowledge and technological ability. Together these two teams have created an evolutionary O3 technology with a 24 percent faster swing speed than traditional frames. The explanation of why their technology works better than other brands is pretty simple: “The secret is in the holes”. Like all world-changing innovations, O3 technology is based on an ingeniously simple idea. By replacing traditional pin sized string holes with massive O-ports, Prince Sports created a class of racquets that move through the air faster for increase power and greater control. (Tennis Express, Online Store, http://www.tennisexpress.com).

Modern balls have a more durable cover of balata or surlyn and various solid core balls with new synthetics have become popular. As well, we have seen the art of club making go from the original wooden clubs, to forged irons,

1. Cultivating Technology to meet player’s needs. Prince Sports, Inc implemented a new technology progress in order to solve the main problem that most of tennis racquets had: contradiction between racquet speed and sweet spot. This new concept became essential after a meticulous work in gathering information about general consumer’s needs. Marketing team has reached out to a younger generation though different channels of social media and social network such as Facebook, be it Twitter, MySpace and then internationally, High Five and Orchid (Video Case 9) to understand what type of technological breakthrough will satisfy potential customers’ need. Prince Sports, Inc Marketing team work directly with R&D team to combine and collaborate marketing knowledge and technological ability. Together these two teams have created an evolutionary O3 technology with a 24 percent faster swing speed than traditional frames. The explanation of why their technology works better than other brands is pretty simple: “The secret is in the holes”. Like all world-changing innovations, O3 technology is based on an ingeniously simple idea. By replacing traditional pin sized string holes with massive O-ports, Prince Sports created a class of racquets that move through the air faster for increase power and greater control. (Tennis Express, Online Store, http://www.tennisexpress.com).

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

If this technology were universally adopted by all manufacturers, there may be benefit to the industry as a whole. However, value brand manufacturers feel that brand image might be tarnished by concern about consumer’s “infringement on their access to cheap used balls.” Additionally, high-end manufacturers’ sales, which represent 67% of total new balls market, will be reluctant to adopt the technology due the belief that the consumers may buy new value brand golf balls rather than their own premium brand golf balls.

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.

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

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.

Helmstetter and his engineering team were very important to the execution of Callaway Golf’s competitive strategy. Callaway Golf Company consistently outspent its rivals in the industry on R&D which “allowed it to continually beat its competitors to the market with new innovations.” (P c210) In 1994, Callaway Golf opened the Helmstetter Test Center located a mile away from the main campus. The Helmstetter Test Center had two primary uses; it provided an ideal place to custom-fit clubs for the touring pros who used Callaway equipment, and it allowed Callaway R&D staff to test new products in the developmental stage. The development of new products at Callaway Golf Company not only included the research and development staff but also the sales and advertising staff. These teams worked hand in hand together. When the R&D would come up with a new product idea, the sales and advertisement staff would look over this idea and recommend changes based on the current market interests.