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Introduction
As Callaway Golf Company prepares to introduce the eagerly anticipated Callaway Golf Ball at the 2000 PGA Merchandise Show, this case study examines whether the company is able to continue to lead the industry as it has done in the past decade, or, in fact, whether it needs to redefine or refocus its business strategy. ...
• Have they invested too heavily in and taken too long to bring to market the Callaway Golf Ball, and have they overestimated the market share and hence, income, they will gain in this market. ... This may be valid, as since the return of Ely Callaway to CEO, profits have returned to positive figures and may continue to grow in 2000. ... What happens if golfers want more than two choices in balls – after all Callaway offers 26 different types of putters so why is their strategy here (“let’s not confuse the customers”) any different? ... Recommendations and Conclusion
Callaway Golf Company is facing an increasingly congested, competitive market. ... The golf apparel and merchandise industry is huge, and whilst they are attempting to break into it with the Callaway golf ball, they should be concentrating more efforts on the apparel and accessories range.
Approximate Word count = 2807
Approximate Pages = 11.2
(250 words per page double spaced)
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