Sam's Golf And Ski Shop Case Analysis

We are aiming at understanding how Recreational Equipment INC. (REI) achieved a competitive advantage through their strategies and how they implemented those strategies. REI differs from the other sporting goods stores in their quality product selection, complements, and excellent brand name promotion. These qualities enable REI to sell merchandise at premium price levels (Morse, 2003).

Mark Lauber, a Wharton School of Business graduate, founded Branchburg Sports Complex (BSC) in 2008 after selling his and his father’s previous venture to another company. As a lover of sports and family entertainment destinations such as Disney Land, Mark envisioned bringing the “wow-factor” that these world renowned destinations possess to the realm of sports centers. BSC is a 78,000 square foot facility consisting of four indoor turf fields, basketball courts, training center, multi-level PlayMaze, arcade with redemption center, batting cages, and a three-floor 9,000 square foot interactive fantasy-themed laser tag arena. Advertising “fun and excitement for the whole family,” Mark truly provides activities for all demographics. He

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 large initial capital investment needed for new entrants is another major barrier. The cost of machinery and manufacturing is expensive. It is hugely important and costly to have a global presence in manufacturing as it is extremely expensive to ship machinery to clients around the globe.

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

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.

According to the porter's typology of corporate strategy (Richard, 2009). Suggests that corporate strategies can be categorized on two dimensions, based on whether the firm is seeking to be the low-cost producer of standards products or whether it is attempting to differentiate itself by having unique products or services. And the multi product case is not a competitive environmental one cause it shows that people who want the product will generally be willing to pay what it takes to get it and it will have a fixed volume and fixed price and nobody else will be able to manufacture a similar club, due to the patent protection. So the

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

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.

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.

Define: Pressure consumers can put on businesses to get them to supply better quality products, superior customer service, and decreased prices.

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.

Competitive rivalry exists between companies with the same or similar products/services and similar markets. Factors to be considered include:

- The rivalry between the existing competitors: The rivalry between the three competitors is very high all of the three companies sometimes launch new cars at same. The media and analyst conduct comparisons and reviews of the launched cars and intensify the competition and rivalry between

The retail property industry in South Africa is currently under severe pressure due to slow economic growth, increased pressure on personal household income, and variable consumer-buying patterns. To attract and retain customers, the competitive and challenging retail environment demands a strategic and pro-active management approach to shopping malls and centres. Property management companies require a clear understanding of the various shopper target markets, the activities they engage in; their associated shopping motives and attitudes towards mall attributes; and levels of loyalty and satisfaction towards malls, to improve their financial position.