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CALLAWAY GOLF  <ul><li>NAVIN BAFNA </li></ul><ul><li>INVESTMENT BANKING </li></ul><ul><li>GMBA08A125 </li></ul>
INTRODUCTION <ul><li>Established in 1982 by Ely Callaway </li></ul><ul><li>Company was transformed from a niche producer t...
Problem – Market Scenario <ul><li>Product Line was widened – New products from Competitors – Ambiguity </li></ul><ul><li>M...
Internal Problems <ul><li>Change in Industry Demographics </li></ul><ul><ul><li>Increasing share of Private labels  </li><...
Recommendations - Externals <ul><li>‘ No discount Policy’ should be discontinued </li></ul><ul><li>Distributors should be ...
Recommendations - Vision <ul><li>US markets are saturated – Market Diversification is required </li></ul><ul><li>R & D sho...
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Callaway Golf Marketing Project Navin Bafna Gmba08 A125

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CALLAWAY GOLF

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Transcript of "Callaway Golf Marketing Project Navin Bafna Gmba08 A125"

  1. 1. CALLAWAY GOLF <ul><li>NAVIN BAFNA </li></ul><ul><li>INVESTMENT BANKING </li></ul><ul><li>GMBA08A125 </li></ul>
  2. 2. INTRODUCTION <ul><li>Established in 1982 by Ely Callaway </li></ul><ul><li>Company was transformed from a niche producer to an innovation powerhouse </li></ul><ul><li>Big Bertha clubs by CGC revolutionized the golf industry </li></ul><ul><li>Research and Development - Key to the organization </li></ul>
  3. 3. Problem – Market Scenario <ul><li>Product Line was widened – New products from Competitors – Ambiguity </li></ul><ul><li>Market Saturation </li></ul><ul><li>CGC Retail partner relationship </li></ul><ul><li>Marketing Campaign </li></ul><ul><li>Research & Developments Cost </li></ul><ul><li>Rethink -Target Customer </li></ul><ul><li>Products </li></ul><ul><li>Sales and Prices for all Products declined </li></ul><ul><li>Lots of products – Unclarity among consumer </li></ul><ul><li>Market </li></ul><ul><li>Taylor Made, Titliest and Cobra major competitors </li></ul><ul><li>Continuous Fall in Market Share </li></ul><ul><li>Sales - Profits </li></ul><ul><li>In 1998 Loss of $ 27mn </li></ul><ul><li>Sales decreased from $ 8.5bn in 1997 to $ 7bn in 1998 </li></ul>
  4. 4. Internal Problems <ul><li>Change in Industry Demographics </li></ul><ul><ul><li>Increasing share of Private labels </li></ul></ul><ul><ul><li>Web is still not developed as a medium for reaching Customers </li></ul></ul><ul><ul><li>Lack of Coordination among Retail staff and CGC field representatives </li></ul></ul><ul><li>Marketing Expenses </li></ul><ul><ul><li>Higher Emphasis on Research & Development </li></ul></ul><ul><ul><li>Medium of Advertising </li></ul></ul><ul><ul><li>Lack of Vision with the image of products </li></ul></ul><ul><li>Stock Holding Costs </li></ul><ul><ul><li>Unavailability of Space </li></ul></ul><ul><ul><li>Inventory Costs were very high for retailers </li></ul></ul>
  5. 5. Recommendations - Externals <ul><li>‘ No discount Policy’ should be discontinued </li></ul><ul><li>Distributors should be given better terms of trade </li></ul><ul><li>Retailers Issues Should be solved on case to case basis </li></ul><ul><li>Advertising Samples should be given so that Retailers can offer the complete Range </li></ul><ul><li>Promotional Offers can be extended to Retailers on Volume basis </li></ul><ul><li>Training Issues with Retailers should be Solved on Priority basis </li></ul>
  6. 6. Recommendations - Vision <ul><li>US markets are saturated – Market Diversification is required </li></ul><ul><li>R & D should be in line with optimizing Costs and efficiency </li></ul><ul><li>Brand Ambassador should be used to give the product a Superior image </li></ul><ul><li>Internal Parameters should be Analyzed and to be made more Efficient with respect to Cost Controls </li></ul><ul><li>Target Customer should be widened with Specific Brand for the user </li></ul>
  7. 7. Thank you
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