3.Recommendations Marketing Promotion Global
Expansion Repositioning
4.Conclusion
본문 product
innovation & brand image -> heavy reliance on endorsements mostly
wealthy people
consist of core golfers + occasional golfers
core
golfers (play at least 8 times or 37 rounds a year) : 1/3 of total golfers -
91% of rounds played a year - 87% of total golf industry sales off-course
shops, discounting shops, online stores growing stronger : declining
number of end-users, restricted innovation, low switching costs
etc. diversified product segments value-added by brand name advanced
technology
decrease in volume of sales low performance of Top
Flite weak endorsement contracts
growth in international golf
market various age groups of golfers life style of time-spending
on recreation (leisure & sports)
golf industry declining as a
whole (saturated in U.S.) Asian knock-off market USGA
regulations low switching costs forconsumer good performance on product
development and innovation in general, but for Top Flite need for aggressive
market activities through more active consumer approaches enlarge the pie of
the U.S. market and
target the niche market On June 15, 2009, the
Company sold 1.4 million shares of its 7.50% Series B Cumulative
Perpetual Convertible Preferred Stock, $0.01 par value Increased Net
Working Capital - $361m as working capital - $151m as Currentliability =
$210m
본문내용 ing Promotion Global
Expansion Repositioning Conclusion 2
Introduction 3 Agenda
4 Have
You Ever Played an Air-shot? Introduction
5 How Callaway and Big
Bertha give you the greatest Advantage Introduction
6 It’s
Callaway Introduction
7 But, What happened? Callaway becoming
a has-been? Introduction
Comparative
Analysis 8 Agenda
9 U.S. Golf Industry Comparative
Analysis life cycle Maturi
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