StaGreen by HydroCan Case Study Essay

NutriGrow is a Canadian owned and operated agricultural company, currently operating in the province of Manitoba. The organization has been in business for 60 years and has experienced relatively slow growth, until the introduction of a new product, which turned out to be great success to large agri-businesses. Based on the new products’ success, NutriGrow has made a strategic decision to market this product internationally, with the expectation of increase business activity over the next decade.

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

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

Considering the marketing segment, we choose the target market from small, medium and large farms. If products are sold to small farms, the sales revenues even can’t cover the cost,

There are 22 Seattle golf courses included in the sample data. The public courses do not charge seasonal green fees, charging one rate no matter the weather or temperature. Our goal is to derive the demand function for gold courses in relation to the price, as well as a best estimate of the demand function for specifically the MGS courses. Furthermore, we will use the data to advise MGS on the benefits of constructing additional driving ranges and paving paths for golf carts, and if these will lead to an increase of revenue. Finally, we will provide insight on whether the elasticity of demand for golf courses is seasonal in nature, and if the implementation of seasonal rates will lead to an increase of revenue.

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 Country Club would have a unique staff to ensure that these amenities have a professionally treated and cared for golf course. The person that is in charge of this area is called a Golf Course Superintendent. The Golf Course Superintendent is responsible for “turf grass/plant material maintenance programs, property/asset management, personnel management, budget/forecasting, financial management, member relations, scheduling/maintenance or irrigation systems, pesticide applications, related recordings, and compliance of regulatory issues. “ (Rutgers, 2016) Additionally, there are trainers that the Country Club may hire called Golf Pro or Tennis Pro. These positions are intended to assist them in developing the member’s skill set and technique so they become more proficient at practicing and playing the game. Tennis Pros can make a salary as low as $24,000 and up to more than $74,000, according to salarylist.com. (Salarylist.com, 2016) Golf Pros can make up to $76,000 a year for their salary. (Payscale.com,

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.

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

To Build the management-research question hierarchy we will first start with the management dilemma. In this situation I see the management dilemma being, the need to attract more membership to support the new renovated facility and to account for the growing age of their current membership. Apparently AT&T purchased NCR Corporation and provided them a 4 million dollar loan to complete their renovations. Their immediate goal is to bring golf memberships to 680 and to increase social memberships as much as possible. The management question

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.

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.

The consumer lawn care market is big business in Canada with Canadians spending nearly $2.3 billion in 1995. If HydroCan targets the consumer market, the company will be competing primarily with fertilizers which accounted for 52% of $620 million in lawn maintenance sales in 1995. Not only does the consumer market have high expenditure, it also has competition with two top firms controlling approximately 50% of the total consumer market. Current prices are based on relative market share and strength, with the market

As can be seen, Farm2citY is trending in the right direction, at the right time on the organic food front. Through in depth research of their competition, Trader Joe's and Whole Foods Market, Farm2citY can identify what separates them apart from their competitors. Farm2citY has determined their strengths, weaknesses, potential opportunities, and threats through performing a SWOT analysis. This information helped Farm2citY identify the areas they can take advantage of in this market and those potential areas they need to address. The emphasis on quality organic food at a more affordable price is what will help Farm2citY continually succeed in this

CO 5124 Data Analysis & Decision Modeling Tutorial : B By Madhumita Srinivasan (12772343) Submitted to Dr.Eddie Chng