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Cgc Marketing

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Submitted By jasoncgu
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Callaway Golf Company Write-up
Team Number: B6

Team Members:
Chenyu Gu 00231 83681
Xizi Shen 00247 52182
Hui Shi 00226 01971 Xing Zhang 00253 54085
Zhengbang Zhang 00244 61131
Section Time: MW 10:30--11:45

Part I. Overarching Problems
CGC, Callaway Golf Company, has always enjoyed a great reputation as one world-leading manufacturer of high-end golf clubs and accessories. It is specialized in its innovation of technology and premium quality products. However, in 1998, the magic started to fade and sales dropped, CGC experienced a loss of 27 million.

During that time, CGC had several significant issues: its poor relationship with retailers, the growing R & D cost, and the problematic marketing strategy. First, retail stores are critically important to sales turnover. With a high turnover, CGC management team realized the product knowledge of retailers didn’t meet its expectations. Besides that, margin was another conflict between CGC and its retailers because CGC came up with critical finance policies which highly restricted retailers’ flexibility on setting up prices.

In addition, CGC usually sold their products at higher prices than other companies in the same industry. Thus, it means that CGC has to keep developing and introducing new products in order to hold their old customers. Therefore, CGC has to spend much more on R & D to differentiate its products from other competitors.

Moreover, Richard Helmester, who is in charge of CGC’s R & D department, believes that CGC should convince the consumers that they have always wanted and needed its goods. CGC’s sales are made up of the U.S. and abroad markets. However, CGC’s marketing program was critical since CGC’s sales were largely replied on the products differentiation and at the same time CGC charged premium prices. In the process of differentiating CGC’s products from other competitors’, it’s

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