Callaway

Callaway Golf Company Executive Summary Established in 1982, Callaway Golf Company is a leader in the golf equipment industry, creating some of the most technologically advanced golf clubs in the business. In less than a decade, Callaway’s sales went from $5 million in 1988 to well over $800 million in 1997. The main man behind the success of Callaway Golf Company is Ely Callaway, founder, chairman and chief executive officer. Over the course of the company history, other leaders in the

Callaway Golf Company (CGC) Harvard Business School Case Study Ely Callaway had a vision, “If we make a truly more satisfying product for the average golfer, not the professionals, and make it pleasingly different from the competition, the company would be successful” (Lal & Prescott, 2011, p. 1). Key factors that led to Callaway’s success included his vision, his understanding of consumer behavior, his product variety, and his ability to build a premium brand. Furthermore, the company’s relationship

THE MARKET More than two decades ago, Ely Callaway set out to build a company that would bring more enjoyment and game improvement to golfers of all skill levels. He accomplished much of that goal in 1991, introducing a technological wonder called the Big Bertha Driver. By creating in Big Bertha a larger clubhead without adding weight, the late founder of Callaway Golf Company turned the most-feared club into the most-loved almost overnight. The driver became the fastest-selling club at retail

Running head: GROWING THE GAME Growing the Game Callaway Golf (Marketing Plan) Abstract This proposal discusses the promotion of and the expanding of the Custom Club Fitting service to more markets. This proposal will also discuss and give a brief overview of the company’s history, overall philosophy, the current market condition, the competition, performance, customers, a SWOT analysis, marketing strategies, and marketing mix strategies. The objective of this proposal

for the Callaway Golf Company http://economics-files.pomona.edu/jlikens/SeniorSeminars/harknessconsulting2008/pdfs/Callaway.pdf External Analysis Competitive Analysis Callaway Golf (ELY) operates in the Sporting and Athletics Goods Manufacturing Industry Segment (NAICS Code 339920). ELY’s operations are split into five primary segments: drivers, irons, putters, golf balls and accessories. Products in the drivers category include drivers, fairway woods and hybrids sold under the Callaway Golf,

Callaway Case Paper Position Statement Callaway Golf Company should change their focus and perception of marketing because their premium priced golf clubs do not match today’s hard economic struggles that average golfers are in as well as the changing golf culture that is threatening their sales. Callaway needs to focus on securing the customers that are loyal and who are true friends to their company. They can offer deals such as having discounts to customers that are repeatedly buying their products

Summary: In 1998, Callaway, one of the most famous brands in the golf domain, has experienced its first loss of $ 27 million after 10 years of growth. To resolve this problem, Ely Callaway, the founder of this company, wondered if CGC (Callaway Golf Company) would have to revise the way it approached retailer relationships to raise more mutually beneficial. To address possible market confusion, should the communication strategy shift? In fall 1999, Callaway faced amount of questions; the answers

Callaway Golf Company (CGC) excelled in designing, development, manufacture and marketing of Golf clubs and accessories. Established in 1982, the publicly traded company recorded a steady growth in sales from $5million in 1988 to $800 million in 1997. This was possible due to clarity in vision of its CEO Ely Callaway, which was aimed at making a satisfying product which was uncommon and enjoyable for the average player rather than professionals. The revolutionary clubs were sold to professional as

Callaway Golf Company LaToya Owens, Chris McMullin, Robb Spears and Crystal Shumpert Indiana Wesleyan University Key Success Factors Callaway Golf Company’s (CGC) had seven key success factors to include: the founder’s vision; product design; pricing; product development; sales; marketing and the media. 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

Case Analysis of Callaway Golf Company 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