3. INNOVATION
IS OUR LIFEBLOOD.
EXECUTIONIS OUR OXYGEN.
ONE CANNOT EXIST WITHOUT THE OTHER.
WHEN WE DIAL UP OUR INNOVATIONS
THROUGH ATHLETE INSIGHTS, ENDLESS
CREATIVITY, AND UNMATCHED TEAMWORK
WE ARE UNSTOPPABLE. BREAKTHROUGH
INNOVATIONS AND EXECUTIONAL EXCELLENCE
WILL CHANGE OUR BUSINESS AND FUTURE.
WELCOME TO CATEGORY GAMEPLAN 2.1!
THE MEANS BY WHICH WE BRING MEANINGFUL INNOVATION,
PRODUCTS, SERVICES, AND STORIES TO CONSUMERS WHENEVER
AND WHEREVER THEY CONNECT WITH OUR BRAND.
5. PASSIONATE
UNDYING LOVE
FOR THE
UNBEATABLE SPORT
COMMITTED
NEVER-ENDING HUNGER TO
IMPROVE
CONFIDENT
RELENTLESS
APPROACH
TO THE SPORT
AND A DESIRE
TO TAKE RISKS COMPETITIVE
ATTACKS THE CHALLENGES
OF GOLF WITH COMMITMENT
INTENSITY AND FOCUS
FEARLESS
REFUSES TO BE TRAPPED
IN THE WORLD OF
TRADITIONAL
GOLF
7. KEY DECISIONS
Key technology platforms that will move to
the Line Plan for the coming fiscal year
KEY OUTCOMES
Agreement between ARC, Innovation, and
Product Management to move platform /
project onto the Line Plan
OWNER
Director of Advanced Research and Concepts
(ARC)
PRESENTER / CONTENT OWNER
Director of ARC, ARC Manager and team
members
ATTENDEES
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Innovation
Managers, Product Engineers, Developers,
Designers, Product Line Managers, Advanced
Research and Concepts, Computer Aided
Design, Testing Manager, Director of
Production, Category Line Manager,
Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
ARC (Advanced Research and Concept)
presentation, prototypes and test report
Consumer Insights that inform and verify
product innovation
ADDITIONAL OUTCOMES /
NEXT STEPS
Managed communication to functional groups
PURPOSE
INITIAL INNOVATION PRESENTATION SHOWCASING PRODUCTS WITHIN THE 3 PHASES
OF ADVANCED RESEARCH AND CONCEPTS (ARC)
STARTS GROUND WORK FOR IDENTIFYING CONSUMER INSIGHT NEEDS AND MARKET
INFORMATION FOR COMING YEARS
P R E - I L
INNOVATION
LAUNCH
PHASE1—PLANNING
8. PURPOSE
REVIEW FIRST-PASS PRODUCT BRIEFS, AND INITIAL GLOBAL / REGIONAL LINE PLAN
OFFERINGS USING THE STRATEGY SET FORTH AT THE PRE-IL (INNOVATION LAUNCH)
AS THE FOUNDATION
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Innovation
Managers, Product Engineers, Computer Aided
Design, Developers, Designers, Product Line
Managers, Advanced Research and Concepts,
Testing Manager, Director of Production,
Category Line Manager, Business Planning
Director, Sports Marketing
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
ARC (Advanced Research and Concept)
prototypes and test report
PRE-IL (Innovation Launch) presentation
and feedback
– Includes Innovation road maps
Consumer Insights that inform and verify
product innovation
First-Pass Product Briefs
Preliminary Sports Marketing Input
Initial Global / Regional Line Plan Master
ADDITIONAL OUTCOMES /
NEXT STEPS
Team collaboration (Project Mgmt., Innovation,
Design, Development) to complete the
deliverables of LPF (Line Plan Freeze)
Product Management to gather formal
Regional product and/or style requests
Determine Regional Pricing (Wholesale and
Retail) by style
Managed communication to functional groups
KEY DECISIONS
Hone in on features and benefits by project
that will bring meaningful innovation, products,
and stories to consumers when they connect
with our brand
Finalize the fiscal year’s Product Briefs,
Line Plan Master, and Preliminary Sports
Marketing Needs
KEY OUTCOMES
Key and secondary potential feature and
benefits identified
Potential gaps in projects / line plan offerings
recognized and documented
Possible additional Sports Marketing
styles identified
Initial Project Tiering
Resource Planning
Initial Sourcing Planning
Initial Forecast by Project
First-Pass GPM Workbook Creation
OWNER
Global Product Director
PRESENTER / CONTENT OWNER
Global Product Director, Product Line
Managers, Director of Innovation,
Innovation Managers
P L W
PRODUCT BRIEF /
LINE PLAN WORKSHOP
PHASE1—PLANNING
9. PHASE1—PLANNING
PURPOSE
REFINE AND FINALIZE GLOBAL AND REGIONAL LINE PLANS USING THE STRATEGY
SET FORTH AT THE INNOVATION LAUNCH AS THE FOUNDATION
FINALIZE THE FISCAL YEAR’S PRODUCT BRIEFS, LINE PLAN MASTER, AND PRELIMINARY
SPORTS MARKETING NEEDS
Computer Aided Design, Developers,
Designers, Product Line Managers, Advanced
Research and Concepts, Testing Manager,
Director of Production, Category Line Manager,
Business Planning Director, Sports Marketing
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
ARC (Advanced Research and Concept)
prototypes and test report
Pre-IL (Innovation Launch) presentation
and feedback
– Includes Innovation road maps
Consumer Insights that inform and verify
product innovation
PLW (Product Brief / Line Plan Workshop)
information and feedback
Product Briefs
Preliminary Sports Marketing Input
Regional product and or style requests
Regional Pricing (Wholesale and Retail)
by style
Completed Line Plan Master
ADDITIONAL OUTCOMES /
NEXT STEPS
GPM Workbook Creation
Project Schedules Built
Product / Technology Names submitted
to Legal via Anaqua
– Emphasis on Tier 1 Projects
Innovation / Industrial Design / Developer
collaboration to deliver 3D files to potential
vendors
Design and Brand prepare for Creative Launch
Product Management prepares for
Concept Review
Managed communication to functional groups
KEY DECISIONS
Finalize the fiscal year’s Product Briefs,
Line Plan Master, and Preliminary Sports
Marketing Needs
KEY OUTCOMES
Approved Product Briefs
Fully Populated Line Plan Master (all Regions,
all styles, all pricing)
Line Plan Master is restricted to Developer
modification only
Line Plan Project Additions or SKU
Additions Require C4 (Critical Change Control
Confirmation) Approval
Initial Sports Marketing Line Plan
Project Tiering Completed
Resource Planning
Initial Sourcing Plan
Preliminary GPM Targets
Signals the end of Phase 1 — Planning
TIMING
Approximately 2 months after PLW
(Product Brief / Line Plan Workshop)
OWNER
Global Product Director
PRESENTER / CONTENT OWNER
Global Product Director, Product Line Managers,
Director of Innovation, Innovation Managers
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director,
Innovation Managers, Product Engineers,
L P F
LINE PLAN FREEZE — GATE 0
10. PURPOSE
INNOVATION AND DESIGN COLLABORATION RESULTS IN THE PRELIMINARY 3-D SHAPE,
SPECIFICATIONS, AND INDUSTRIAL DESIGN INTENT FOR HEAD, SHAFT, AND GRIP BY PROJECT
ASSETS ARE SENT TO VENDORS FOR FEEDBACK
3 D V
MODIFIED 3D FILES TO
VENDORS — GATE 1
KEY DECISIONS
Initial shapes, construction, and Design Intent
to meet the Product Brief
KEY OUTCOMES
Vendor Kick-Off Meetings (Video Conferences)
– Vendor feedback on manufacturability,
cost, and performance
CAD (Computer Aided Design) Modeling
and Modifications
TIMING
Dependent on Project Tiers
– Tier 1 runs 2.5 months ahead of Tier 2
OWNER
Director of Innovation, Industrial Design
Director
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Designers
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Innovation
Managers, Product Engineers, Computer
Aided Design, Developers, Designers, Product
Line Managers, Advanced Research and
Concepts, Director of Production, Business
Planning Director
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
Preliminary rendered 3-D head files with
Design Intent
Preliminary Engineering Specifications
Worksheets — Head, Shaft, Grip
Preliminary Design Intent — Shaft, Grip
Refined Forecast Established for initial
vendor communication
Concept Review feedback
Consumer Insights that inform and verify
product innovation
Approved Product Briefs
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Vendor preliminary CBD’s (Cost Breakdowns)
Product / Technology Names recommended /
not recommended by Legal
Preliminary Demand Plan by Project
GPM Target Approved (Fiscal Year Portfolio)
Innovation / Design / Product Management
/ Development work towards Prototype Tech
Package
Design prepares for Design Review
Managed communication to functional groups
PHASE2—PROTOTYPING
11. KEY DECISIONS
Commitment to product direction
(construction, design, aesthetics, etc.)
to meet the Product Brief
KEY OUTCOMES
Vendors initiate prototype process
Vendor feedback on manufacturability,
performance, and cost
Hittable prototype parts
Updated Cost Breakdowns (CBD’s)
Preliminary PCP’s (Process Control Plan)
TIMING
Dependent on Project Tiers
– Tier 1 runs 3.25 months ahead of Tier 2
OWNER
Director of Innovation, Industrial Design
Director
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Computer Aided Design (CAD), Developers
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers,
Product Engineers, Computer Aided Design,
Developers, Designers, Product Line
Managers, Global Brand Design, Director
of Production
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
Head CAD file
Preliminary Head Specifications
Preliminary Head and Sub-Assembly Drawing
to Vendor
Preliminary Shaft Drawing to Vendor (w/
desired EI curve)
Preliminary Grip Drawing to Grip Vendor
Preliminary Headcover Drawing to Headcover
Vendor
Preliminary Medallion Drawing to Medallion
Vendor
Preliminary Misc. Componentry Drawings
to Vendors
Prototype Request Form Completed
Product Names Cleared by Legal
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Equipment and fixture needs identified
Measurement systems identified
Preliminary sub-assembly processes
Sports Marketing Feedback
Senior Leadership Team (SLT) Dashboard
Meeting
Vendor Fair Meetings
Managed communication to functional groups
PURPOSE
PROVIDE VENDORS WITH THE CAD FILES, ENGINEERING SPECIFICATIONS,
FINISH SPECIFICATIONS, AND DRAWINGS TO MAKE PROTOTYPE CLUBS
(HEAD, SHAFT, GRIPS, SUB-COMPONENTS)
P T P
PROTOTYPE TECH PACK
TO VENDORS — GATE 2
PHASE2—PROTOTYPING
12. PURPOSE
INNOVATION / DESIGN LED REVIEW TO ENSURE PRODUCTS
ARE TRACKING TO MEET OR EXCEED GOALS
V M P A
VIRTUAL / MILLED PROTOTYPE
APPROVAL — GATE 3
KEY DECISIONS
Confirm that product is tracking to meet
the Product Brief, cost target, and can be
manufactured in the scale required
KEY OUTCOMES
Preliminary approval that the product is
meeting the Product Brief
Preliminary approval that the product can be
manufactured
Increased focus on areas of concern
Amplified engagement of cross-functional
teams as needed
Vendor Selection Approval
OWNER
Director of Innovation, Industrial Design
Director
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Computer Aided Design (CAD), Developers
ATTENDEES
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers,
Product Engineers, Computer Aided Design,
Testing Manager, Developers, Designers,
Product Line Managers, Global Brand Design,
Director of Production
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Head CAD file
Static and Dynamic (FEA) Projections
Vendor Fair Meetings
Machined or Rapid Prototype (RP) parts
when applicable
Critical Dimensions / Features Identified
to Vendors
Sub-Assembly Process Study
Initial Quote vs. Target Cost Analysis
Sports Marketing Input
Additional Vendor Feedback on Performance,
Design, Manufacturing, and Cost
ADDITIONAL OUTCOMES /
NEXT STEPS
Finish and Branding Specification Sheet
Receive Prototype Parts for Testing
Product Management prepares for
Category Alignment
Managed communication to functional groups
PHASE2—PROTOTYPING
APPLIES
ONLY TO
TIER 1
PROJECTS
13. KEY DECISIONS
Confirm that product meets the Product Brief,
cost target, and can be manufactured in the
scale required to meet the launch and sample
dates with quality befitting of the swoosh
KEY OUTCOMES
Tangible proof or plan that the product will
meet the Product Brief objectives
Proof or plan that the product can be
manufactured in the scale required
Final Engineering Direction
Final Design Direction
Cost Breakdown (CBD) vs. Target GPM
analysis
Vendors and logistics of vendors finalized
TIMING
Dependent on Project Tiers
– Tier 1 runs roughly 2.5 months ahead
of Tier 2
OWNER
Director of Innovation, Industrial Design
Director, Development Director, Director of
QA & Manufacturing, Director of Production
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Developers, Manufacturing Engineering
ATTENDEES
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director,
Global Product Director, Innovation
Managers, Product Engineers,
Computer Aided Design, Testing Manager,
Developers, Designers, Product Line Managers,
Global Brand Design, Director of Production,
Machine Shop / Grind Shop
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Hittable Prototype Club from tooling
Innovation Presentation
Prototype Test Report
Finish Options Requested
Sports Marketing Feedback
Vendor Feedback on Manufacturability
and Performance
Preliminary Process Control Plan (PCP)
Process Capability Study on Critical
Dimensions or Features
Sub-Assembly Process Identified
New Equipment Needs Finalized –
Including Gages
Updated Cost Breakdown (CBD) / Cost
Analysis vs. Target
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Finalize Finish Specifications prior to PRR
(Production Readiness Review)
Finalize CAD prior to PRR
Finalize Drawings prior to PRR
Managed communication to functional groups
PURPOSE
EVALUATION OF TOOLED PROTOTYPE PARTS TO ENSURE EACH PRODUCT
IS DELIVERING ON THE KEY METRICS
T P A
TOOLED PROTOTYPE
APPROVAL — GATE 4
PHASE2—PROTOTYPING
14. PURPOSE
CROSS-FUNCTIONAL REVIEW OF PERTINENT DOCUMENTS / FILES, PROCESSES, COSTS, AND
COMPONENTS THAT WILL BE DELIVERED TO VENDORS AS THE FIRST ARTICLE TECH PACK
P R R
PRODUCTION READINESS
REVIEW
KEY DECISIONS
Identify gaps and/or items in need of greater
detail / refinement
KEY OUTCOMES
Cross-functional alignment on FTP
(First Article Tech Pack) deliverables
and follow-ups identified
Signals the end of Phase 2 — Prototyping
OWNER
Director of Innovation, Industrial Design
Director, Development Director, Director of
QA & Manufacturing, Director of Production
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Developers, Manufacturing Engineering
ATTENDEES
Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers,
Product Engineers, Industrial Engineering,
Manufacturing Engineering, Computer
Aided Design, Testing Manager, Developers,
Designers, Product Line Managers, Director
of Production, Machine Shop / Grind Shop
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
First Article Head CAD
First Article Head / Sub-Assembly Drawings
First Article Finish and Branding
Specifications
First Article Shaft Drawing
First Article Grip Drawing
First Article Headcover Drawing
Miscellaneous Componentry Drawings to
Vendors
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Refine FTP (First Article Tech Pack)
deliverables prior to sending to vendors
Managed communication to functional groups
PHASE2—PROTOTYPING
15. KEY DECISIONS
Final club direction and assets to achieve the
intent delivered to vendors
KEY OUTCOMES
First Article Club Samples
Approved Drawings
Pilot Run PCP (Process Control Plan)
Product Approval for Production
First Article CBD (Cost Breakdown)
OWNER
Director of Innovation, Industrial Design
Director, Development Director, Director of
QA & Manufacturing, Director of Production
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Developers, Manufacturing Engineering
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers,
Product Engineers, Industrial Engineering,
Manufacturing Engineering Computer
Aided Design, Testing Manager, Developers,
Designers, Product Line Managers, Global
Brand Design, Director of Production, Machine
Shop / Grind Shop
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
First Article Head CAD
First Article Head / Sub-Assembly Drawings
First Article Finish and Branding
Specifications
First Article Shaft Drawing
First Article Grip Drawing
First Article Headcover Drawing
Miscellaneous Componentry Drawings
to Vendors
PRR (Production Readiness Review) Feedback
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Vendor CAD Complete
Tooling Complete
Polish Samples
Polish Sample Feedback
Assembly Study Feedback
Tooling Modifications (as needed)
Modified Polish Samples (as needed)
FA Heads
First Article Test Report
Managed communication to functional groups
PURPOSE
PRODUCTION INTENT TECH PACKAGE CONTENT DELIVERED TO VENDORS
TO VALIDATE PROCESSES
F T P
FIRST ARTICLE TECH PACK TO
VENDORS — GATE 5
PHASE3—PROCESSVERIFICATION
16. PURPOSE
PRODUCT APPROVAL BASED ON BUY-READY SAMPLES
P P A
PRE-PRODUCTION
APPROVAL — GATE 6
KEY DECISIONS
Approval to proceed to Pilot Run
KEY OUTCOMES
Approval to Proceed to Pilot Run
Target Generation
OWNER
Director of Innovation, Industrial Design
Director, Development Director, Director of
QA & Manufacturing, Director of Production,
Global Product Director
PRESENTER / CONTENT OWNER
Innovation Managers, Industrial Design,
Developers, Manufacturing Engineering,
Product Line Managers
ATTENDEES
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers, Product
Engineers, Computer Aided Design, Testing
Manager, Developers, Designers, Product Line
Managers, Director of Production, Category
Line Manager, Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
First Article Head
First Article Shaft
First Article Grip
First Article Headcover
First Article Static / Dynamic Data
Preliminary PCP (Process Control Plan)
Miscellaneous Componentry
Final CBD (Cost Breakdown)
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Pilot Run Start
Managed communication to functional groups
PHASE3—PROCESSVERIFICATION
17. KEY DECISIONS
Modifications made to drawings, specifications,
and processes based on agreed review of FA
(First Article Samples)
KEY OUTCOMES
Pilot Run Report
OWNER
Director of Production, Director of QA &
Manufacturing
PRESENTER / CONTENT OWNER
Director of Production, Director of QA
& Manufacturing
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Development
Director, Industrial Design Director, Global
Product Director, Innovation Managers, Product
Engineers, Computer Aided Design, Testing
Manager, Developers, Designers, Product Line
Managers, Director of Production, Category
Line Manager, Business Planning Director
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
First Article Head
First Article Shaft
First Article Grip
First Article Headcover
First Article Static / Dynamic Data
Preliminary PCP (Process Control Plan)
Miscellaneous Componentry
Final CBD (Cost Breakdown)
Sports Marketing Input
ADDITIONAL OUTCOMES /
NEXT STEPS
Production Release
Managed communication to functional groups
PURPOSE
IMPLEMENT PRODUCT / PROCESS IMPROVEMENTS IN A CONTROLLED LIMITED PRODUCTION RUN
P L T
PILOT RUN START
— GATE 7
PHASE3—PROCESSVERIFICATION
18. PURPOSE
RELEASE PRODUCT FOR FULL-SCALE PRODUCTION OF CLUB AND ALL COMPONENTRY
R L S
PRODUCTION RELEASE
— GATE 8
KEY DECISIONS
Any modifications needed based on Pilot Run
Parts / Report Analysis
KEY OUTCOMES
Proceed to Full-Scale Production
OWNER
Director of Production, Director of QA
& Manufacturing
PRESENTER / CONTENT OWNER
Director of Production, Director of QA
& Manufacturing
CONSULTED
Category Business Director, Category Creative
Director, Director of QA and Manufacturing
Engineering, Manufacturing Engineering,
Quality, Director of Innovation, Industrial
Engineering, Development Director, Industrial
Design Director, Global Product Director,
Innovation Managers, Product Engineers,
Computer Aided Design, Testing Manager,
Developers, Designers, Product Line
Managers, Director of Production, Category
Line Manager
* Consulted list is solely a guideline
INPUTS / KEY TOOLS
Pilot Run Report
ADDITIONAL OUTCOMES /
NEXT STEPS
Production Release
Launch Recap and Teardown Meeting
Managed communication to functional groups
PHASE4—PREPTOSELL
21. INPUTS
Key ARC Innovation Review, Prototypes,
and Presentations
Latest Consumer Insights
Conceptual Design Direction
OUTPUTS
General Direction from the athletes on wants
and needs for upcoming seasons
Opportunity for elite athletes to be part
of the ownership of upcoming platforms
and technologies
TIMING
After playing season but within two months
of experience with upcoming year production
grade launch product
OWNER
Director of Advanced Research and Concepts
PRESENTER / CONTENT OWNER
Director of Advanced Research and Concepts,
ARC Manager, and team members
ATTENDEES
Category Business Director, Director of
Advanced Research and Concepts, Director
of Innovation, Category Creative Director,
Industrial Design Director, Global Product
Director, Innovation Managers, Advanced
Research and Concepts, Sports Marketing
* Attendee list is solely a guideline
A T H L E T E
PRE-IL
PURPOSE
INITIAL INNOVATION PRESENTATION SHOWCASING PRODUCTS WITHIN ARC (ADVANCED RESEARCH
AND CONCEPTS). SERVES AS THE INITIAL INSIGHT SESSION WITH THE ATHLETE. TIMING COMES
POST-PLAYING SEASON, BUT WITH 2 MONTHS OF UPCOMING LAUNCH PRODUCT EXPERIENCE
PHASE1—PLANNING
22. INPUTS
Line Plan
High level product goals and Innovation
strategy
OUTPUTS
Athlete alignment of the projects and
innovation that will make the line plan
TIMING
Approximately three months after Athlete
Pre-IL
OWNER
Director of Innovation
PRESENTER / CONTENT OWNER
Director of Innovation, Sports Marketing
ATTENDEES
Director of Innovation, Industrial Design
Director, Global Product Director, Sports
Marketing
* Attendee list is solely a guideline
PURPOSE
GIVES ELITE ATHLETE INSIGHTS INTO THE PROJECTS THAT ARE GO OR NO
A T H L E T E
FINAL INNOVATION
PLAN
PHASE1—PLANNING
23. INPUTS
3D shape models
Renderings of industrial design and
color-way options
OUTPUTS
Shape and Design input from the athlete
TIMING
Approximately three months after Athlete Final
Innovation Plan
OWNER
Design Director, Director of Innovation
PRESENTER / CONTENT OWNER
Design Director, Director of Innovation,
Sports Marketing
ATTENDEES
Design Director, Director of Innovation, Sports
Marketing, Innovation Managers, Designers
* Attendee list is solely a guideline
PURPOSE
FIRST PASS AT THE SHAPES AND DESIGN DIRECTION OF THE SEASONAL PRODUCT LINE. ATHLETES
WILL BE ABLE TO GIVE INPUT AT A POINT IN TIME THAT MODIFICATIONS CAN BE CONSIDERED
INDUSTRIAL DESIGN DIRECTION WILL ALSO BE PRESENTED ALONG WITH COLOR WAY
OPTIONS FOR FEEDBACK
A T H L E T E
CONCEPT AND
DESIGN REVIEW
PHASE1—PLANNING
24. INPUTS
Hittable Product to the players spec to the
best of our ability
Test results to present story
OUTPUTS
Athlete Feedback both subjective and
objective on the grounds of product
performance, aesthetics, and shape
TIMING
Approximately six months after Athlete
Concept and Design Review
OWNER
Design Director, Director of Innovation
PRESENTER / CONTENT OWNER
Design Director, Director of Innovation,
Sports Marketing
ATTENDEES
Design Director, Director of Innovation, Sports
Marketing, Innovation Managers, Designers
* Attendee list is solely a guideline
PURPOSE
TEST TO CONFIRM HOW THE SHAPES AND DESIGN PROGRESSED FROM
3D MODEL TO HITTABLE PART
PHYSICAL TEST WITH DATA TO CONFIRM PRODUCT MEETS THE NEEDS
OF THE ATHLETE OR TARGET CONSUMER
A T H L E T E
INITIAL PROTOTYPE
TEST
PHASE2—PROTOTYPING
25. INPUTS
Prototype test report and findings
3D non-hittable parts to illustrate shape /
design changes
Potential machined or RP hittable parts
OUTPUTS
Athlete Feedback both subjective and
objective on the grounds of performance,
aesthetics, and shape
TIMING
Approximately three months after Athlete
Initial Prototype Review
OWNER
Design Director, Director of Innovation
PRESENTER / CONTENT OWNER
Design Director, Director of Innovation, Sports
Marketing
ATTENDEES
Design Director, Director of Innovation, Sports
Marketing, Innovation Managers, Designers
* Attendee list is solely a guideline
PURPOSE
ATHLETE DOWNLOAD ON OUR INITIAL PROTOTYPE TESTING, PLANNED MODIFICATIONS,
AND EXPECTED RESULTS AND HOW THEY RELATE TO THE ATHLETE
3D NON-HITTABLE PARTS TO ILLUSTRATE SHAPE / DESIGN CHANGES
POTENTIALLY HITTABLE RP PARTS
A T H L E T E
DESIGN DIRECTION
UPDATE
PHASE2—PROTOTYPING
26. INPUTS
Review of modifications made and rationale
Hittable tooled, machined, or RP parts
3D non-hittable parts as needed for design
and shape
OUTPUTS
Athlete Feedback both subjective and
objective on the grounds of performance,
aesthetics,
and shape
TIMING
Approximately three months after Athlete
Design Direction Update
OWNER
Design Director, Director of Innovation
PRESENTER / CONTENT OWNER
Design Director, Director of Innovation,
Sports Marketing
ATTENDEES
Design Director, Director of Innovation, Sports
Marketing, Innovation Managers, Designers
* Attendee list is solely a guideline
PURPOSE
LAST TEST TO CONFIRM ATHLETE ACCEPTANCE OR FEEDBACK ON FINAL PERFORMANCE, AESTHETICS,
OR SHAPE MODIFICATIONS
TEST SHOULD BE EXPANDED TO FULL-BAG OPTIONS
A T H L E T E
FINAL PROTOTYPE
TEST
PHASE3—PROCESSVERIFICATION
27. INPUTS
Review of static or player test data
Tour level product made to the player’s
specifications
OUTPUTS
100% athlete conversion into upcoming year
product
TIMING
Approximately four months after Athlete Final
Prototype Test
OWNER
Design Director, Director of Innovation
PRESENTER / CONTENT OWNER
Design Director, Director of Innovation, Sports
Marketing
ATTENDEES
Design Director, Director of Innovation, Sports
Marketing, Innovation Managers, Designers
* Attendee list is solely a guideline
PURPOSE
TOUR READY PRODUCT GIVEN TO ATHLETES FOR THE PURPOSE OF PUTTING INTO PLAY
AT A SPECIFIED DATE
A T H L E T E
PRODUCT
LAUNCH
PHASE4—PREPTOSELL
29. KEY DECISIONS
Identify which innovation stories are in for
the season for key categories (Innovations
can come from ARC (Advanced Research
and Concepts), Innovation, or Product Team
KEY OUTCOMES
Managed Communication documenting
Multi-Category Lead Innovation and Seasonal
Innovations by Category
Design & Brand prepare for Creative Launch
Product Management prepares for Concept
Review
OWNER
Director or Advanced Research and Concepts,
Category Business Director, Category Creative
Director
PRESENTER / CONTENT OWNER
Category Business Director, Director of
Advanced Research and Concepts, Director of
Innovation, Category Creative Director, Product
Director, Development Director
ATTENDEES
Director of Innovation, Director of QA
and Manufacturing Engineering, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Designers,
Product Line Managers, Advanced Research
and Concepts, Director of Production, Category
Line Manager, Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Innovation road maps, including:
– Proposals for innovations that are ready
for commercialization
– Clear assessment of cost, capacity, and
manufacturing capabilities
Inline Product team’s business context,
including key business drivers for the season
Consumer Insights that inform and verify
product innovation
ADDITIONAL OUTCOMES /
NEXT STEPS
Managed communication to Brand Marketing,
Category and Design leadership on chosen
Seasonal Innovations plus what Categories
will participate
Brand Marketing and Design calibrate and
work to provide additional structure for defined
seasonal stories
Creative Strategy Framework
Brand Proposition Framework
PURPOSE
COMMUNICATE AND AGREE ON LEAD SEASONAL INNOVATION STORIES
PROVIDE BROADER BUSINESS CONTEXT TO HIGHLIGHT HOW INNOVATIONS WILL
“PAY OFF” FOR KEY CATEGORIES
OUTLINE CONCEPTUAL DESIGN DIRECTION AND INSPIRATION
INNOVATION LAUNCH
— GATE 1
PHASE1—PLANNING
30. KEY DECISIONS
Agreed upon Top Product Stories, Seasonal
Creative Product Strategy, and Brand
Proposition between Brand and Design
Leadership
KEY OUTCOMES
Seasonal Creative Strategy
Cross category concept alignment
Managed communication documenting
Product Grid and Creative Concept with
alignment to Brand Proposition and Creative
Strategy (inclusive of color, print and graphic)
Category prepares for Concept Review
OWNER
Category Creative Director
PRESENTER / CONTENT OWNER
Category Creative Director, Design Director,
Category Business Director
ATTENDEES
Director of Innovation, Director of QA
and Manufacturing Engineering, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Designers,
Product Line Managers, Director of
Production, Category Line Manager,
Business Planning Director
* Attendees list is solely a guideline
INPUTS / KEY TOOLS
Managed communication from
Innovation Launch
Creative Strategy Framework
Brand Proposition Framework
Line Plan Master
ADDITIONAL OUTCOMES /
NEXT STEPS
Managed communication, via tools, on
Seasonal Creative Strategy, Cross-Category
Concept alignment, Print, Color and Material
direction
Creative Strategy seasonal concepts aligned
to Product GRID defining items, key platforms
and franchise business updates.
Begin Category Concept Workshops leading
to Concept Review
PURPOSE
COMBINE KEY STORIES FROM INNOVATION LAUNCH WITH CREATIVE STRATEGY
FRAMEWORK TO COMMUNICATE A SYNCHRONIZED SEASONAL PRODUCT
STRATEGY AND BRAND PROPOSITION
CREATIVE LAUNCH
— GATE 2
PHASE1—PLANNING
31. KEY DECISIONS
Senior Leadership approval of Category Lead
Concepts, aligned with Innovation Launch
and Creative Launch directives and Category
consumer insights
KEY OUTCOMES
Managed communication of lead and
supporting concepts to broader Category
cross-functional team
OWNER
General Managers, Category Business
Directors, Global Marketing
PRESENTER / CONTENT OWNER
Category GM, Category Business Director,
Global Marketing, Brand Marketing
ATTENDEES
Director of Innovation, Director of QA
and Manufacturing Engineering, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, Designers,
Product Line Managers, Director of
Production, Category Line Manager,
Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Category Concept Curation period, inclusive
of: bringing to life Category Creative
Strategy direction using sketches, physical
representations of concept, and riggings.
Executed through Category working sessions
with Design, Product, Merch and Brand
Leverage cross-categorical innovations, if
applicable, inclusive of Brand Proposition
and Seasonal Creative Product Strategy
Leverage CSR (Corporate Strategic Review)
to provide rough framework for Seasonal Line
Plans and Assortments, inclusive of: three-
year line plans, marketplace intelligence,
segmentation, Foresighting, Category
consumer trends, insights and key sports /
brand moments
Seasonal Product Grids
ADDITIONAL OUTCOMES /
NEXT STEPS
Solidified Brand Story and the driving
Categories
Develop Brand Strategy Framework
Lead Brand Proposition and Category
Consumer Propositions defined
Report lead Amplified category product stories
on Category Concept Maps
Continued Category working sessions with
Design, Product, Merch and Brand
PURPOSE
COMMUNICATE AND VALIDATE CATEGORY (AMPLIFIED) LEAD CONCEPTS AND DEFINE LINE PLAN
FRAMEWORKS BASED UPON CREATIVE STRATEGY
CONCEPT REVIEW
— GATE 3
PHASE1—PLANNING
32. KEY DECISIONS
Alignment between Category, Design and
Merch that “Head to Toe” Looks support the
Amplified* Category Seasonal Concepts
Finalize Integrated Color Palettes and
Application Direction between Design,
Color and Merch
KEY OUTCOMES
Design Sign-off; confirmation of successful
integration of category concepts and
application of creative strategy
Category Alignment Samples ordered
Managed communication documenting
finalized Category Color Palettes, Cross
Categorical Color Direction
OWNER
Category Creative Director
PRESENTER / CONTENT OWNER
Global Creative Director, Design Director
ATTENDEES
Category Business Director, Director of
Innovation, Director of QA and Manufacturing
Engineering, Director of Advanced Research
and Concepts, Development Director,
Industrial Design Director, Global Product
Director, Designers, Product Line Managers,
Director of Production, Category Line Manager,
Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Recap the Seasonal Category Concept
(Category Creative Director)
Review Integrated Category Looks (2D or 3D)
based on availability (Design Dir)
Application of color / print to key looks using
color / print tools from ICM (Design Dir)
Product Grid informs focus of review
ADDITIONAL OUTCOMES /
NEXT STEPS
Assign and set-up all style numbers in the
system of record
Order Category Alignment Samples
PURPOSE
REVIEW DESIGNS OF KEY STYLES, PLATFORMS, FRANCHISES AND TECHNOLOGIES. ENSURE
“HEAD TO TOE” LOOKS SUPPORT THE AMPLIFIED CATEGORY SEASONAL CONCEPTS
CONFIRM CATEGORY ALIGNMENT OF COLOR, PRINT & MATERIAL STRATEGIES
ACROSS AP, FW, EQ
DESIGN REVIEW
— GATE 4
PHASE2—PROTOTYPING
33. KEY DECISIONS
Finalize Category Seasonal Plan, across all
Functions within each Category
Product Finalized
Monthly Category Stories and Key Looks
confirmed
KEY OUTCOMES
Managed communication documenting
finalized seasonal plan
Managed communication materials and
Global Go To Market Sample Strategy
delivered to Geos three weeks post gate to
enable Assortment Finalization prep
OWNER
Category Business Director, Category Creative
Director, Merchandise Directors
PRESENTER / CONTENT OWNER
Category Business Director, Category Creative
Director, Merchandise Directors, Product
Leads
ATTENDEES
Senior Leadership Team, Category Business
Director, Director of Innovation, Director of QA
and Manufacturing Engineering, Director of
Advanced Research and Concepts, Development
Director, Industrial Design Director, Global
Product Director, Designers, Product Line
Managers, Director of Production, Category Line
Manager, Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Seasonal story and integration with
brand direction; Brand Story innovation
(if applicable)
Monthly story flow; Initial floor maps of key
stories
Amplified Category Best Expression; Directed
Assortment & Edited Offering by channel / tier
Locked Color and Print Palette; Applied to
assortments
Decisionable prototypes
Key Marketing Styles and Key Looks
ADDITIONAL OUTCOMES /
NEXT STEPS
All Global Category functions aligned on
Category Seasonal plan
Sampling Plan (Sales Tools, KAPM Samples,
Sales Samples)
Finalized list of key marketing styles and
commercialized styles
Concept Grid aligned between Merch
and Brand
PURPOSE
ENSURE FULL INTEGRATION (FW, AP, EQ) & ALIGNMENT (AMPLIFIED) WITHIN THE GLOBAL CATEGORY FOR
A SEASON’S PRODUCT, BRAND STORIES, AND ASSORTMENTS
CATEGORY ALIGNMENT
— GATE 5
PHASE2—PROTOTYPING
34. KEY DECISIONS
Finalized Geo Assortments and seasonal
strategies between Global Category Merch
and Geo Merch
KEY OUTCOMES
Managed communication to key stakeholders
Alignment on Geo Assortments and
Seasonal Strategies
Geo’s prepare for Seasonal Integration
OWNER
Category Business Directors, Merchandise
Directors
PRESENTER / CONTENT OWNER
Merchandising Directors, Global Product
Director
ATTENDEES
Senior Leadership Team, Category Business
Director, Director of Innovation, Director of
QA and Manufacturing Engineering, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, GEO
Business Mangers, Designers, Product Line
Managers, Director of Production, Category
Line Manager, Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Best Expression, Directed Assortments,
Edited Offerings
Locked Color and Print Palette
Monthly Product story flow
Marketed Styles and Key Looks
Post Category Alignment Materials from
Global Team
Pitchback Template communicated from
Global to Geo
Physical AP / FW / EQ Assortment
Finalization samples
Order AP Go To Market samples
Key marketing style and commercialized style
tech sheets
ADDITIONAL OUTCOMES /
NEXT STEPS
Global and Geo teams aligned on finalized
seasonal assortments across six boxes plus
Direct-to-Consumer (better / best, SG / AS /
CAT)
– Assortments should identify agreed key
marketing styles & colors for Lead Brand
Story and Category Stories
– Included Digital directed assortments
Communication / Managed Materials to key
stakeholders; Geo Merch, completed pitchback
template
Global / Geo Sales prepare for hindsighting
conversations; Global / Geo prepare for
Seasonal Integration
Order Go To Market samples
Final Integrated Go-To-Consumer (IGTC)
directives delivered to Geo Brand Marketing
teams 2 weeks post Assortment Finalization
PURPOSE
FINALIZATION OF GEO MERCH PLANS AND ALIGNMENT WITH GLOBAL CATEGORY MERCH
ASSORTMENT
FINALIZATION — GATE 6
PHASE2—PROTOTYPING
35. KEY DECISIONS
Aligned Seasonal Category and cross-Category
Strategy and Stories
Channel / Tier Edited Offering and Directed
Assortment and Key products handover from
Geo Merch to Geo Sales
Aligned Growth Targets, Assortment,
Distribution Plans and Allocation Strategies
KEY OUTCOMES
Completed Global and Geography
conversations on seasonal sales plans
including stories, financial targets, sales
forecasts, distribution plans, MPT account
plans, and flow including hindsighting
Updated Seasonal long range Geo / Terr
sales forecast
Geography, Territory, and Account Teams
prepared for KAPM & Go To Market Meeting
OWNER
Geo Sales VP
PRESENTER / CONTENT OWNER
Geo Category Sales, Geo Category Mktg, Geo
Category Merch
ATTENDEES
Senior Leadership Team, Category Business
Director, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, GEO
Business Mangers, Product Line Managers,
Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Leveraged Seasonal Integration Videos
and Materials
Same season prior year POS information
Previous season bookings
IGTC presentations
Geography and Category Brand / RBP plans
and Seasonal Directives
Account Assortments
Detailed Product Information
Finalized list of commercial gap / opportunity
products
ADDITIONAL OUTCOMES /
NEXT STEPS
Finalized Channel / Tier and Key Account
Assortments, Allocations, Distribution Plans,
and Launch Strategy
Financial targets for category / channel / key
accounts
Validated geography and category Brand / RBP
plans and directions
Product information handover from Merch
to Sales
Next Steps:
– Conduct Seasonal Integration pitchbacks
(including Hindsighting) from Geo to
Global Category Teams
– Update seasonal long range Geo / Terr
sales forecast
– Prepare for KAPM and Go To Market
Meetings
PURPOSE
GEOGRAPHY / TERRITORY FUNCTIONAL LEADERSHIP AND CATEGORY TEAM ALIGNED
ON SEASONAL STRATEGY INCLUDING FINALIZED EDITED OFFERINGS, CONSUMER RIGHT
ASSORTMENTS AND KEY STORIES
CATEGORY AND ACCOUNT TEAMS COLLABORATE TO PREPARE FOR KAPM AND GO TO MARKET MEETINGS
SEASONAL INTEGRATION
— GATE 7
PHASE3—PROCESSVERIFICATION
36. KEY DECISIONS
Finalized Seasonal Go To Market and Sales
Distribution Plans
Finalized Category Assortments by Channel /
Tier with Go To Market samples
Confirmed Sales targets
KEY OUTCOMES
Finalized Brand and Category stories
Finalized Strategic Account marketing mix and
refined physical / virtual retail presentation by
channel with flow
Prepared and ready to execute Customer
Sell-In
OWNER
Geo Sales VP
PRESENTER / CONTENT OWNER
Geo Sales VP, Geo Brand Mktg VP, Geo Merch
VP, Geo Category G
ATTENDEES
Senior Leadership Team, Category Business
Director, Director of Innovation, Director
of Advanced Research and Concepts,
Development Director, Industrial Design
Director, Global Product Director, GEO
Business Mangers, Product Line Managers,
Business Planning Director
* Attendee list is solely a guideline
INPUTS / KEY TOOLS
Showroom strategy
Distribution plans
Marketplace feedback
Sales tools
Category forecasts
Financial targets
Account strategic plans
Account seasonal plans
Assortment plans by channel / tier
Go To Market samples
Brand stories
Directed assortments
RBP guidelines
ADDITIONAL OUTCOMES /
NEXT STEPS
Account seasonal plans
Sales tools
Next Steps:
– Conduct Sell-in and capture seasonal
account orders
– Finalize seasonal long range Geo / Terr
sales forecast
PURPOSE
MEETINGS DESIGNED TO ENERGIZE, MOTIVATE, INSPIRE AND PREPARE
THE SALES TEAM TO BRING THE CATEGORY VISION TO LIFE
GO TO MARKET
— GATE 8
PHASE3—PROCESSVERIFICATION
