[국제산업] 미국의 골프산업(U.S. Golf Industry)(영문)
등록일 / 수정일- 페이지 / 형식
- 자료평가
- 구매가격
- 2010.11.09 / 2019.12.24
- 18페이지 /
docx (MS워드 2007이상) - 평가한 분이 없습니다. (구매금액의 3%지급)
- 1,700원
최대 20페이지까지 미리보기 서비스를 제공합니다.
자료평가하면 구매금액의 3%지급!
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
추천 연관자료
- 목차
-
Q1. What are the defining characteristics of the golf equipment industry? What is the industry like?
1. Life Cycle
2. Profitability & Margin
3. Customers: Golf players
Q2. What is competition like in the golf equipment industry? What competitive forces seem to have the greatest effect on industry attractiveness? What are the competitive weapons that rivals are using to try to outmaneuver one another in the marketplace? Is the pace of rivalry quickening and becoming more intense? Why or why not?
1. Competition
2. Competitive Weapons
3. Pace of Rivalry
Q3. How is the golf equipment industry changing? What are the underlying drivers of change and how might those driving forces change the industry?
1. Rules and Regulations on Golf Equipments
2. Changes in Distribution Channels
3. Expanding Investment on Endorsement with Tour Professionals
4. Decline in the Number of American Golfers
Q4. What does your strategic group map of the golf equipment industry look like? Which strategic groups do you think are in the best positions? Which are in the worst positions?
Q5. What key factors determine the success of companies competing in the golf equipment industry?
1. Product Innovations/Performances
2. Brand Image
Q6. Which of the major companies in the golf industry appear to be competitively strongest and weakest? Do a competitive strength analysis of Callaway, TaylorMade, Titleist/Cobra, Ping, and Nike using the methodology show in Table 4.4 in Chapter 4 tosupport your answer.
1. Unweighted Competitive Strength Assessment
2. Weighted Competitive Strength Assessment
Q7. What recommendations would you make to Callaway Golf to improve the company's competitive position in the industry and its financial and market performance?
1. Strengthening Endorsements
2. Top-Flite Repositioning
3. Miniature Golf
4. Global Expansion
Q8. What recommendations would you make to Fortune Brands?
1. Repositioning Cobra Brand
2. International Growth
Q9. What recommendations would you make to TaylorMade-adidas Golf?
- 본문내용
-
Product differentiation
Since the USGA limitation on dimension, volume, CT, and MOI, most golf club manufacturers were trying to achieve differentiation in drivers either lowering the center of gravity to increase launch angle or by offering clubs with adjustable features.
Nike Golf, Callaway Golf, Nickent Golf, and Nicklaus Golf had introduced drivers using square or other geometric shapes to position weight farther behind the clubface to boost MOI and produce a higher launch angle.
Equipment manufacturers had looked to adjustability to differentiate their product lines from competing brands. Custom fitting had become very important as golf equipment companies expanded shaft flex options. TaylorMade, Callaway Golf, Ping Golf, and Nickent Glof all launched series of drivers that allowed golfers to install different shafts into the driver head to produce different launch characteristics.
Endorsements
Leading golf equipment companies had always struck endorsement deals with the game's best-known players to enhance their image with consumers. Because, it's common for recreational golfers to base purchase decisions on the equipment choices of successful golfers on the PGA Tour.
3. Pace of Rivalry
The pace of rivalry is quickening. As the growth rate of golf industry is getting lower, golf equipment companies are struggling more to have larger market shares targeting original customers. Due to USGA’s technological limitations, it became possible for low-end firms to catch up with major firms in terms of technology. Those limitations also made it hard for golf equipment companies to differentiate their brand through technology development, so that leaded to harsh price competition. As product differentiation through technology became more difficult to achieve, golf club manufacturers were relying more on endorsements from touring professionals to enhance their brand image. The value of endorsement contracts had escalated dramatically since 2000. These high annual endorsement fees are another factor of a strong price war.
Q3. How is the golf equipment industry changing? What are the underlying drivers of change and how might those driving forces change the industry?
1. Rules and Regulations on Golf Equipments
The most competitive golf equipment field is the driver market. Especially, because clubs have huge effect on its driving distance, manufacturers tried to develop technologies that can increase distance. Yet, due to problems derived from golf field capacities and excessive reliance on equipments, USGA and R&A decided to restrict by limiting club sizes and weights. Because of these regulations on clubface design, firms that suffered in differentiating clubface started to find other ways of differentiation. Since USGA was not so restrictive on other things such as shafts and grips, companies started to develop shafts with various launch characteristics. Interchangeable shafts enabled the variation. Also, golfers—especially core golfers—are willing to pay more to extend their driving distance and to improve their own scores. They prefer not only well-made clubface, but tungsten-made shaft with suitable sizes. Considering all market situations, most golf equipment manufacturers have been trying to co-develop various size lines of proprietary shafts with companies specializing in shaft design and manufacturing.
2. Changes in Distribution Channels
At past, there was only one channel to purchase golf equipments; off-course shops. After activating e-commerce, some golf shops started to move to online space for many incentives such as reduction in operating costs. Often, price-sensitive consumers used online stores. After the appearance of online discounted stores, off-course shops improved their own existing merits providing custom fitting service as well as experiences to try and inspect demo models. Particularly, core golfers were attracted to the custom fitting stores. The golfers could choose a light-weighted clubface or a shaft that is inch longer; whatever that fits the customers’ characteristics such as swings and handicaps. While online shops focused on competitive pricing, offline shops provided a variety of brands and marketed more aggressively. Moreover, most of the off-course stores chose only to stock equipments produced by leading manufacturers and did not carry those of low-end companies. In offline stores where they sold low-end firms’ products, they normally sold stocks in discounted prices. The discounting shops usually appeal to rookie golfers who want to inspect equipments by themselves, while not giving up the cheap price.
3. Expanding Investment on Endorsement with Tour Professionals
Because it became difficult to diversify products due to regulations, golf equipment manufacturers relied more on endorsements of famous touring professionals. As the number of people interested in recreational golf boosted after Tiger Woods’s a
자료평가
-
아직 평가한 내용이 없습니다.
오늘 본 자료
더보기
최근 판매 자료
- 오리온 ORION 마케팅전략(국내,해외)분석과 오리온 제품분석과 오리온 신성장동력분석및 경영분석
- [마케팅] 베스킨라빈스의 서비스 마케팅 성공사례
- [항공, 관광경영, 관광경영학, 호텔경영학]항공예약업무 CRS에 대해서
- [경영학] 대한항공_토파스의_조사_및_성공사례
- [경영정보시스템] 대한항공의 CRS
- 기업분석 - 씨지브이와 롯데시네마
- 롯데시네마 기업분석과 마케팅 SWOT,STP,4P전략분석및 롯데시네마 문제점과 개선전략제안
- [더페이스샵 기업분석] 더페이스샵 성공요인분석 보고서
- 샤넬 CHANEL 기업핵심역량과 샤넬 마케팅 4P,STP,SWOT분석및 샤넬 향후방향제언 PPT
- [광고효과분석] 미샤 브랜드 아이덴티티와 커뮤니케이션전략 수립
저작권 관련 사항 정보 및 게시물 내용의 진실성에 대하여 레포트샵은 보증하지 아니하며, 해당 정보 및 게시물의 저작권과 기타 법적 책임은 자료 등록자에게 있습니다. 위 정보 및 게시물 내용의 불법적 이용, 무단 전재·배포는 금지됩니다. 저작권침해, 명예훼손 등 분쟁요소 발견시 고객센터에 신고해 주시기 바랍니다.
