Wdy Brand Presentation 9 9 03 Tm


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This presentation outlines the ad agency's rationale for recommending a brand-centric approach to TaylorMade Golf.

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Wdy Brand Presentation 9 9 03 Tm

  1. 1. What Drives You? Exploration and Development of the Brand Platform September 9, 2003
  2. 2. Quotes <ul><ul><li>“ Consumers will be interested in the Fusion because it’s from Callaway. And Callaway’s the leader.” – Mark King </li></ul></ul><ul><ul><li>“ What does TaylorMade own . . .?” – Male Golfer (Focus Groups) </li></ul></ul><ul><ul><li>“ In comparison to TaylorMade, two competitive brands, namely Titleist and Callaway, are wrapped in much stronger, more dynamic (brand) imagery.” – Gary Frieden, PhD </li></ul></ul>
  3. 3. Situation Analysis <ul><li>Where are we now? </li></ul><ul><ul><li>STRENGTHS </li></ul></ul><ul><ul><ul><li>Strong product franchise, founded in drivers </li></ul></ul></ul><ul><ul><ul><li>Strong name recognition </li></ul></ul></ul><ul><ul><ul><li>In the product consideration set </li></ul></ul></ul><ul><ul><ul><li>Strong presence on tour </li></ul></ul></ul><ul><ul><ul><li>We have a “clean slate” to work with—no negative perceptions to overcome </li></ul></ul></ul><ul><ul><li>WEAKNESSES </li></ul></ul><ul><ul><ul><li>No clear point of differentiation among consumers </li></ul></ul></ul><ul><ul><ul><li>Abbreviated product life cycles confuse consumers and condition them to wait for price reductions </li></ul></ul></ul><ul><ul><ul><li>Limited audience reach (emphasizes top of pyramid) </li></ul></ul></ul><ul><ul><ul><li>No emotional connection with the brand </li></ul></ul></ul>Source: Attitudes and Perceptions Study, April 2003
  4. 4. Growth Opportunity <ul><li>What can we build upon? </li></ul><ul><ul><li>Superior product and tour success has put us in the product consideration set </li></ul></ul><ul><ul><ul><li>However effective in the short-term, the constant and costly routine of selling each new product over and over again doesn’t gain us any consumer loyalty </li></ul></ul></ul><ul><ul><li>Brand preference establishes a platform to forge a bond with consumers allowing us to </li></ul></ul><ul><ul><ul><li>Build long-term consumer loyalty </li></ul></ul></ul><ul><ul><ul><li>Sustain a premium price </li></ul></ul></ul>
  5. 5. Core to the Strategy MUST HAVE ALL THREE TO MAXIMIZE POTENTIAL AND REACH $1 BILLION Communications: Creates BRAND preference GOLFER ASKING FOR TAYLORMADE AN EMOTIONAL BOND Current: No brand preference Tour Usage/Dominance: Creates PRODUCT consideration VALIDATES PERFORMANCE IT WORKS Current: Built business on this-must protect In-store: Creates PRODUCT preference THE SALE Current: Need for improvement WHAT DRIVES YOU? BEST PERFORMING PRODUCTS INNOVATIVE PRODUCTS TO FUEL YOUR PASSION PLUS PLUS “ TaylorMade provides golfers who are driven with the best performing golf equipment to fuel their passion.” TaylorMade sells brand Trade sells product
  6. 6. Long-Term Impact <ul><li>BEFORE </li></ul><ul><li>Product </li></ul><ul><li>0-4 handicapper </li></ul><ul><li>Shared attributes </li></ul><ul><li>Consideration set </li></ul><ul><li>The tour </li></ul><ul><li>Sell-in </li></ul><ul><li>Reactive to competition </li></ul><ul><li>Re-sell each new product </li></ul><ul><li>Wait for close out </li></ul><ul><li>$700 Million </li></ul><ul><li>AFTER </li></ul><ul><li>Brand & Product </li></ul><ul><li>“ Driven” golfers </li></ul><ul><li>Owned equity </li></ul><ul><li>Preference/Loyalty </li></ul><ul><li>The game </li></ul><ul><li>Sell-through </li></ul><ul><li>Consumer driven </li></ul><ul><li>Sell the brand </li></ul><ul><li>Value of new </li></ul><ul><li>$1 Billion </li></ul>
  7. 7. Competitive Architecture <ul><li>How will we break-through relative to the competition in the consumer’s mind set? </li></ul>Message Image Personality Gives Golfers Focus Product Symbol of Excellence Serious Elitist Membership Ego Status Enjoy the Game Fun Accepting Forgiveness Smile Game Improvement Fuel Your Passion Driven Inspiring Encouragement Heart Empowerment TITLEIST CALLAWAY TAYLORMADE
  8. 8. Target Audience <ul><li>Who do we need to talk to in order to realize our potential? </li></ul><ul><ul><li>To achieve our business goals, we can cast a wider net to include more golfers, without alienating the premium/better golfer </li></ul></ul>
  9. 9. Golf’s Best Customers AVID GOLFER 25+ rounds/year Avg. 69 rounds/year CORE GOLFER 8-24 rounds/year OCCASIONAL GOLFER Less than 8 rounds/year Avid Golfers & Golfers Who Spend $1,000+ Annually Represents: 35% of All Golfers 80% of Golf Spending Primarily Better Golfers “ DRIVEN”
  10. 10. Marketing Goals <ul><li>What do we want to achieve with this branding effort? </li></ul><ul><ul><li>Create an emotional connection with the consumer </li></ul></ul><ul><ul><li>Establish brand preference </li></ul></ul><ul><ul><li>Appeal to a broader audience </li></ul></ul><ul><ul><li>Begin working towards $1 billion in sales </li></ul></ul>
  11. 11. Next Steps <ul><ul><li>Approval of brand platform and creative brief </li></ul></ul><ul><ul><ul><li>Week of 8/25 </li></ul></ul></ul><ul><ul><li>NYCA to concept creative </li></ul></ul><ul><ul><ul><li>Presentation 9/18 (Time TBD) </li></ul></ul></ul>