Scott Sjoberg Case Study

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

After achieving 3 years of solid sales experience, he eventually moved back to Minneapolis to find an advertising job with Campbell Mithun. At Campbell Mithun, he was a part of the Account Services sector which acted as the “middle-man” between the creative department and the business that contracted them. Daily duties included meeting with potential customers, negotiating costs/expenses, and creating plans for individual projects. From what he remembered, his top three clients during his tenure were Northwest Airlines, Top Value trading stamps, and West Bend cooking ware. Due to the

Scott was referred to the Department of Child Protection Services (DCPS) on January 12, 2012 by school personnel calling the Child Abuse Hotline for possible Abuse/Neglect/Exploitation. The presenting problem the reporter stated in the original report that the children are always smelly, sick, and dirty. They have been wearing the same clothes to school for days at a time because there is no washer or dryer in the home and no income for a laundry mat. The children have missed numerous doctor appointments. When children arrive at school they are always hungry and anxious to eat. The school has given clothing, food, and monetary donations in the past. This has been an ongoing

For over 2 decades, renowned Senior Executive Ken Goodgame has served in various executive positions, where he has left a string of successes. According to his resume published on Kengoodgame.com, Ken is a marketing, sales and retail merchandising executive with extensive experience. He is currently the Senior VP and Chief Merchandising Officer at the Chicago based True Value Hardware Corporation. In his current designation, Ken has overseen several high impact moves which have helped the company grow and make high profit. Case in point is the management of a P&L valued at more than $2.2 billion in gross worldwide purchasing and over $300 million in active inventory. He also

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 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.

The court decided to overthrow the defendant Mark Steverson's motion to quash stating that California is allowed to have personal authority over this case since an out-of-state law firm who hired an attorney licensed only in the State of California worked for its citizens under its government and jurisdiction. The defendant was unsuccessful in proving any compulsory action that would overthrow the power of personal jurisdiction for California and instead ruled in favor for Shawn Simons.

Our town is notable for having several interesting golf courses. For those residents whose interests lie in other pursuits, those courses are a waste of large quantities of otherwise useful space that could be better used to construct another mall or store. For the golf enthusiasts among us, however, the preponderance of courses is a delightful benefit of living in this otherwise uninteresting locale, where the only saving grace is the plentiful supply of interesting people.

The company’s CEO and founder Ely Callaway was a golf champion himself during his twenties and was a powerful motivator defining the company’s culture

Chad is an avid golfer. He wishes to improve his golf game and is very motivated to get started

Behind any great company usually sits a great leader and entrepreneur. For Callaway Golf, this was no exception. Ely Callaway was known for his business philosophy: “Demonstrably Superior, Pleasingly Different”- he believed that “in business, in leisure and in life, you need to differentiate yourself, stand out, be exceptional, fill a niche, over deliver and always, always stand for your principles and deliver what you promise (Callaway Golf Company).” Throughout his career, Ely Callaway found business success- as president of Burlington Industries, and successful creation of both Callaway Vineyard and Winery and then Callaway Golf Company- utilizing focused differentiation strategy and blue ocean strategy successfully (Gamble, 2000).

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.

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.

While Kohler is thought of as a kitchen and bath company, they have many other products and services that they offer. Most of the revenue is generated through the plumbing organization. But Kohler is also doing well in their hospitality division. In Kohler, WI they have built two golf courses - Blackwolf Run (http://www.destinationkohler.com/bwr/bwr.html) hosted the woman's PGA championship and Whistling Straits (http://www.destinationkohler.com/ws/ws.html) will be hosting the 2004 men's PGA championship. In addition, they have a five star

The manager of City Technologies has approached our company to discuss and plan the company’s annual seven day event, which will include a two day Pro-Am golf tournament to an appropriate location outside of the UK. The trip will be for 16 people, which will be arranged and paid for by City Technologies, as well as a further 20 golfers from other companies who are making their own arrangements for the trip. Places previously visited include Spain, Scotland, Ireland and California, which reduces the number of places they can visit. We must also look at the option of sending a member of staff as a group leader and the costs involved. I will choose three destinations for the manager’s report, as well as a customer care plan, and