How creating an online presence through social media and other webpages can help boost the golf community’s awareness of your golf club and keep golfers coming back.

Within the golf industry, the majority of marketing is done by major retail companies like the ones that were featured earlier in this blog. However, to be successful, golf courses need to utilize the channels that bring in new customers such as social media, online reviews, and their own websites. The golf course market in the United States is extremely saturated, with more than 15,000 courses around the country¹. This means that to differentiate from competition, courses must use marketing to appeal to golfers in their area. Unfortunately, very few golf courses actually implement successful marketing campaigns.

Social media is one of the greatest ways to attract new customers. Courses that have pages on Facebook and Instagram are able to engage with their customer bases more effectively, while also drawing in new attention. Facebook allows courses to update golfers on new events or changes that will excite people to come out more. Additionally, since social media is used predominantly by younger generations, it is a great way to target fringe golfers, and possibly those who are just starting out. Advertising on these pages is also very cheap when compared to other tools in marketing. Golf courses can advertise their rates and deals through different platforms to attract people at extremely low costs¹. This allows courses to bring in more revenue and offer better playing conditions (something every golf course strives for).

Another way to draw in new customers while also maintaining the current client base is to incorporate deals and rewards. For example, many golf courses in Oregon and Florida (the two places I have lived the longest), offer rewards programs to increase play. Langdon Farms Golf Club in Aurora, Oregon offers a “Farm Card” that gives cardholders better rates all year long for only a small flat fee. Moccasin Wallow Golf Course near Bradenton, Florida has used punch cards in the past to reward loyal customers. These programs draw in customers that might be on the edge when deciding where to play and increase loyalty. Meriwether National Golf Club in Hillsboro, Oregon has another successful strategy when bringing in younger patrons. They have created a “Pay Your Age” program where golfers under 30 pay their age for 18 holes. Golf can be very expensive, so this reduces the economic burden for young players.

A golf club’s website is probably the most important element of a successful marketing strategy. When golfers are looking to find new golf courses, a website helps inform them about why they should choose one course over another. For example, I look for courses that have vibrant photos and scorecards on their site. This allows me to get a feel for the club and whether I would enjoy playing there. A website is like the first impression–if it does not mean the expected standards, people will turn away. Too many golf clubs have ineffective webpages that scare away potential customers. General managers and owners must place a greater emphasis on their online presence in this more technological time.

There are many other marketing strategies that can be implemented into the golf industry, but the last one that will be covered is the use of reviews on sites such as Golf Advisor and Google Reviews. Golfers can either be a golf course’s best friend or worst enemy. A happy golfer will be more likely to write a positive review on the internet about their experience, influencing potential new customers. On the other hand, an unsatisfied golfer will deter other golfers because of the negative experiences they discuss to their friends and other golfers. Golf Advisor is now one of the most used websites for golfers around the country to select new golf courses to try. With positive and negative reviews so easily distributed today, golf courses need to place an even greater emphasis on optimizing a customer’s experience.

The golf industry has seen a resurgence in recent years after it suffered greatly allowing the market crash in 2008. In order to continue to see market growth, golf courses must become more in tune with the current marketing picture and revamp their strategies. Too many small golf courses are not benefiting from the added exposure that social media marketing and vibrant websites will add. New innovative ideas can help push a struggling company back to where it once was and the strategies outlined above provide a blueprint to help golf courses find success.

[1] 9 Internet Marketing Strategies For Golf Courses. (n.d.). Retrieved April 28, 2019, from https://www.webfx.com/industries/recreation-entertainment/golf-courses/

How Two Companies Merged To Revitalize Their Brand Image

In 2007, the parent company of Srixon (SRI Sports Ltd.) bought Cleveland Golf from Quicksilver for $132 million. SRI, also known as Sumitomo Rubber, is one of the largest equipment manufacturers in Japan. The purchase of Cleveland was an aim at trying to boost Srixon sales in the U.S, a market that they were struggling in. Unfortunately, Cleveland Golf has seen a steady decline in sales across the United States after the purchase¹. Sumitomo Rubber has undergone significant marketing changes to increase brand awareness around the globe.

Matt Yasumoto was introduced as the new CEO of Srixon, Cleveland, and XXIO in 2016 and was asked to “re-establish, reinvigorate and revitalize” all of the brands across the United States². The prior year, the company not only lost sales but also lost market share within the golf industry because golf grew as a whole. Srixon/Cleveland is the first company that has been introduced to the blog as a “challenger” brand. This label means that they are trying to compete with more favorable brands such as Titleist and TaylorMade but often struggle to create the same levels of brand equity and overall golfer enthusiasm. Rarely, if ever, do young golfers ask their parents for Srixon or Cleveland clubs as they want the brands that more liked golfers endorse.

These were a few of the many challenges that Yasumoto faced when taking over the company. The new CEO has had significant experience working for the Dunlop sports brand which employees the Japanese management style that emphasizes testing the products before buying. He believes that it is of the utmost importance to create new channels into the North American golf markets, even if that means changing their marketing schemes from continent to continent². One of the main reasons why they are so successful in Asia and more specifically Japan is because of their endorsement with Hideki Matsuyama, one of the best golfers in the world. The company often uses him in their advertisements abroad, but in the United States, it would have less of an impact.

The company has set a new direction for themselves over the coming years. They will continue to stick to their basics of using a two-year product lifecycle but emphasize a new marketing approach that will suit the eyes of more Americans. Srixon/Cleveland executives believe that both their dealers and customers should feel “comfortable” in selling and buying the products². Most companies stick with a one-year product cycle where they release new products every year but Srixon believes that it places too much stress on their dealers to sell items as quickly as possible.

Additionally, after narrowing Cleveland’s product line several years ago to just include wedges and putters, they recently reintroduced a full line of clubs. When Yasumoto originally took over the company in 2016, he had publicly stated that he did not agree with Cleveland’s abrupt decision to stop manufacturing a full line of clubs and he took action². Cleveland has been known for its exceptionally made wedges since the company was founded in 1979. Before it was taken over by Srixon’s parent company, Cleveland Golf struggled to find a niche market to settle in, which was why their complete set of clubs never sold. However, the acquisition proved to be important and helped them reposition within the golf club market. Today, Cleveland focuses on selling game improvement equipment to mid to high handicappers, while Srixon is keen on producing the best golf balls and high-quality irons and fairway metals³.

The Srixon/Cleveland brand is a great example of how important good leadership and an effective marketing plan is to maintaining success. Before Yasumoto was introduced as the CEO, the company was struggling to increase sales and was stuck in with an antiquated marketing scheme. However, with new initiatives including the increased endorsement of professional golfers and more club and ball demos, Srixon/Cleveland is well on their way to becoming a more well-known brand within golf.

[1] Johnson, M. (2016, May 05). Here’s What Happened With Eight Equipment Company Acquisitions. Retrieved April 17, 2019, from https://www.golfdigest.com/story/heres-what-happened-with-eight-equipment-company-acquistions
[2] Barba, J. (2016, May 23). Srixon, Cleveland & The $5.5 Million Man. Retrieved April 17, 2019, from https://mygolfspy.com/srixon-cleveland-the-5-5-million-man/
[3] Cleveland Golf – Srixon. (2019). Retrieved April 17, 2019, from https://www.thengfq.com/company/cleveland-golf-srixon/

How Tiger Woods Ignited An Entirely Different Era in Golf

Today marked the culmination of arguably the greatest comeback in sports history. It had been twelve years since the golfing world had seen Tiger Woods hoist a major championship trophy, but it was well worth the wait. As recently as 18 months ago Tiger’s future in golf had been in doubt. Golf’s most renowned athlete had struggled through countless back injuries where often he needed assistance walking, and even getting out of bed. However, on April 14th, 2019, Woods once again proved that he was not done fighting yet. Only seven months removed from his win at the Tour Championship in Atlanta, Georgia, Tiger won on the most iconic golf course in the United States–Augusta National at the Masters. His most recent win sparks distant memories of how dominant he was during his 20s and how much excitement he brought to the game of golf.

Without Tiger Woods, golf would not be where it is today. He truly revolutionized how the world saw the game and brought with it billions of dollars in marketing potential. Nike, Tiger’s most loyal endorser, has capitalized greatly from his success ever since they signed him in 1996. From 2000 to 2010, it is estimated that Nike created an additional $103 million from the sale of his golf balls alone, which equated to 57% of his endorsement deal at the time¹. These profits are all a result of Tiger’s ridiculous following across the world. With all of his injuries over the past few years, golf missed the excitement that he brought to the course and the roars that echoed all of his success. But finally, golf fans of all ages got to experience his greatness once more.

Nike has not been the only company that has profited from Tiger’s following. According to research conducted by several professors at Carnegie Mellon, the “Tiger Effect” created an additional mark up of 2.5% for all companies that endorsed him during his prime¹. It has long been observed how crucial Tiger’s presence is for the golfing world. When Tiger took the PGA Tour by storm in 1996 there were 24.4 million golfers across the U.S., but 10 years later the number had jumped to nearly 30 million². Although more recently the numbers have leveled off, fan interest has never dwindled when he competes in tournaments.

Viewership in tournaments varies greatly depending on whether Tiger plays and whether he is in contention. At the 2017 Hero World Challenge, Tiger’s first event after returning from back surgery, TV viewership increased by 29% from the previous year in which he did not play² and these numbers hold up across all tournaments. Tiger’s ability to bring in fans not only helps the companies that he reps, but also every company that chooses to sponsor golf tournaments in which he plays. The added viewership alters ratings and increases brand exposure during telecasts around the world.

Other PGA Tour players also benefit from the increased sponsorship during events. Before Tiger’s first event in 1996, only 10 golfers had ever eclipsed seven million in career earnings. However, by 2017 more than 150 golfers had netted more than 10 million². The increased worldwide awareness of the PGA Tour encouraged companies to market their products and services through golf, which in turn led to larger tournament purses and player endorsements. People often wonder how golf is so popular across the world, but until they watch and listen to the excitement and roars Tiger’s patrons make, it will be impossible to explain.

Many athletes across the world have sparked enthusiasm for their respective sports. However, what Tiger Woods has done to the game of golf is unrivaled. He changed golf from a little talked about game outside of the close-knit golfing community to a sport that now garners the attention of millions when he is in contention. Throughout his absence, golfers missed the emotion and fame he brought to tournaments. Luckily for everyone, Tiger is officially back and as good as ever. Today truly was one of the most exciting days in the past decade for sports fans across the country and all because of one man. Congrats Tiger, you truly bring an aura to golf that no one will ever be able to replicate!

[1] Chung, K., Timothy Derdenger, T., & Srinivasan, K. (2013, January). Economic Value of Celebrity Endorsement: Tiger Woods’ Impact on Sales of Nike Golf Balls [PDF]. Berlin: ResearchGate.

[2] Curtain, B. (2018, May 29). The Tiger Woods Effect: How Tiger Changed the Golf Industry in a Major Way [Web log post]. Retrieved April 14, 2019, from https://www.stgeorgesgolf.com/Blog/May_2018/tiger-woods-effect.aspx

How golf’s newest company is differentiating itself from its competitors through the pursuit of perfection.

Parson Extreme Golf, more commonly known as PXG around the golfing world, is the newest competitor within the golf club industry. PXG’s brand was introduced in September of 2014 by avid golf enthusiast and businessman Bob Parsons who had the ambition of creating the best clubs available. Parsons hired two of the best club designers in the world to complete the world’s best golf clubs. At the time, PXG’s founder and CEO stated that he wanted the clubs to “look like blades, launch higher, go farther, feel softer and have a sweet spot the size of Texas”¹. The company now owns more than 200 different patents pertaining to its superior golf club design. The golf industry is full of heavyweight companies that have long, esteemed histories, which makes PXG’s success so much more impressive.

PXG’s golf clubs are in a completely new category of equipment that helps to distinguish the brand from top competitors. Golf has long been known for being one of the most costly sports to play, but PXG took it a step further. Most drivers cost between $250 and $600, while a good set of irons can set someone back more than $1,000². However, PXG’s clubs range from $700 for a driver to more than $3,000 for their iron sets³. These obscene prices make it so that PXG can only market to the richest markets in the world. Luckily, there are many golf fanatics that will pay any price if it means that their golf games will improve.

PXG’s positioning places them as the leaders in luxury golf equipment around the world. The company gives its designers and engineers unlimited time and money to craft the best equipment that is offered on the market and they are proud of that. Their logo is an elegant black and silver color that signifies the level of class each club has. Bob Parsons, a former member of the U.S. Marine Corps also pays homage to his time in the military, by naming the clubs after the “Military Occupational Specialty coding system”. PXG’s innovation and unique positioning within the industry has led to overwhelming success. Within the first two years, the company already was exceeding sales goals, had spread to 22 countries and sponsored 13 players across 3 different golf tours⁴. Many golf skeptics believed that PXG’s outlandish prices would scare off golfers, but the company has seen widespread success.

PXG has developed a successful brand, but it could face hurdles in the future in order to gain new market share. The company’s ridiculous pricing scheme will likely ward off the majority of golfers, especially those just taking up the game. Currently, the most obliging buyers of the clubs are affluent people who are intrigued by PXG’s claim that their irons are the best available and will improve anyone’s game. However, in the future, PXG may struggle to find new customers and since many golfers are over the age of 60 their current customer base will not continue to buy new clubs. The company’s best strategy would be to offer cheaper sets that still uphold the company’s desire for luxurious golf clubs. Even reducing several lines of clubs to be just above the average market value would help bring in more of the market.

On the flip side, PXG could be appealing to golfers that see PXG as a status symbol. While golf as a whole is very expensive, most people who own the expensive golf clubs, are in an even smaller category of wealth. Companies like Rolex and Ferrari have seen lots of success for sustained periods of time because of the symbolic nature of each brand. Currently, there is no company that stands in the categories of Rolex and Ferrari, but PXG could be trying to enter it. There are three different types of consumers within the highest income classes, those who believe luxury is “functional”, those who see it as a “reward” and those who see it as an “indulgence”⁵. PXG could appeal to all of those markets, which makes their company appealing. Their mission is to bring golfers the finest, best-performing golf clubs on the market which would cater to those who believe luxury is functional. Many wealthier people might also consider purchasing the clubs as a reward for becoming better at golf, or as a present for a significant other. Lastly, PXG could become a symbol of wealth within the golfing world which would entice the younger generations of affluent people, who want others to see just how affluent they are.

PXG has taken the golfing world by storm, and the company does not look to be slowing down in the near future. They already have become one of the most talked about brands within the industry with their outlandish prices and the bold promise of making the best golf clubs available. In order to continue its success, the company must build its brand to become a symbol of status and wealth or to create a less expensive brand to bring in more of the market. Bob Parsons, is a business genius so he should have no problem bringing PXG more success in the future.

[1]  About Parsons’ Xtreme Golf. (n.d.). Retrieved April 7, 2019, from https://www.pxg.com/en-us/about

[2]  Case Study: PXG. (n.d.). Retrieved April 7, 2019, from https://bigyam.com/case-study-pxg/

[3]  Kelley, B. (2018, March 17). How Much Do Golf Clubs Cost? Retrieved April 7, 2019, from https://www.thoughtco.com/how-much-do-golf-clubs-cost-1560484

[4]  New PXG 0311 GEN2 Irons – Not Just Better, Better in Every Way. (2018, March 16). Retrieved April 7, 2019, from https://www.pxg.com/en-us/about/news/new-pxg-0311-gen2-irons-not-just-better-better

[5]  Solomon, M. R. Consumer Behavior. [Yuzu]. Retrieved from https://reader.yuzu.com/#/books/9780134130262/

How Callaway has distinguished itself as golf’s number one company and how they are planning for the future.

Callaway is yet another major golf brand that owns a significant market share of professionals and amateurs alike. The company was founded in 1982 by Ely Callaway, who had an entrepreneurial mindset and a distinct passion for golf. Callaway Golf Company took putter innovation to a new level in 1986, as it became the first company to produce putters with computerized “milling machines”. This new technology created unvarying flatness amongst the putter faces they produced¹. However, Callaway’s sales did not grow significantly until a few years later.

In 1991, Callaway released arguably the most popular driver ever to reach consumers called the “Big Bertha”. The design featured the only “wide body” stainless steel club on the market and was quickly a hit. In less than a year, the club was the most used driver on the Senior, LPGA, and Hogan tours. Big Bertha also jumped the company’s sales from $54.5 million in 1991 to $133 million in 1992. Three years later, Callaway boasted that their driver and fairway woods (which used the same Big Bertha technology) were the most used clubs across five of the biggest golf tours around the globe¹. Hall of fame golfers Arnold Palmer and Phil Mickelson even signed with the successful organization.

Phil Mickelson and Henrik Stenson at the 2016 Open Championship, both use Callaway Clubs

In 2007, Callaway owned nearly 20% of the total market share in drivers and fairway metals between their three brands at the time Callaway, Ben Hogan, and Top Flight. Their irons were even more successful holding more than one-fourth of the total share worldwide. However, their putters were where Callaway went above and beyond reaching 38.5% of all putters in the United States and the U.K¹. The company has been driven by the motivation for innovation since its inception and the market share a decade ago highlights how well it has succeeded. Although outdated, the company still is a major player both in the eyes of professionals and amateur golfers.

More than a decade later, Callaway is still the driving force in golf for players around the world. In the United States in 2017, the company owned 26.4% of the total market share, while in Europe and Asia the numbers were only fractionally less. They also have diversified their brand in the last several years to brands such as TopGolf and Travis Matthew². These initiatives highlight Callaway’s desire to reach to the younger generations in golf. Whereas other companies such as Nike and Adidas struggled to generate revenue and eventually closed most of their golf segments, Callaway has only seen more success.

Callaway’s biggest marketing card is through promoting the game of golf in new, more exciting ways that appeal to millennials and younger generations. For example, they have invested a significant amount of money into TopGolf². TopGolf could be considered a driving range on steroids, with targets and games to play with friends, along with food and alcoholic beverages. Their strategy is to recruit people who are unfamiliar with golf and to convince them the game is more exciting than advertised. Additionally, once new golfers take up the game through TopGolf, Callaway would be the first company they associate with golf because of the partnership.

The company is also using popular public figures and social media to increase brand awareness. Recently, Callaway partnered with Vice Sports to feature a documentary of the rapper Scarface being fitted for their clubs. They have also used RedBull athletes and SnapChat to promote their brand to Millennials and Gen Z³. The company’s marketing strategy to increase youth involvement within the sport has been effective and will only continue to gain traction. Callaway has firmly established itself as an industry leader not only today but for years to come with its strategic targeting of the younger generations in society.

[1]   Blackwell, B., Porter, K., & Watson, J. (2017, October 3). Callaway Golf Company [PDF]. Charleston: College of Charleston.

[2]   Damassa, S., MacKinnon, A., & Saydalikhodjayev, A. (2007, April 14). Strategic Report for the Callaway Golf Company [PDF]. Pomona: Harkness Consulting.

[3]   Schultz., E. (2016, August 15). Hip-Hop and Golf? How Callaway Is Swinging for Millennials. Retrieved March 31, 2019, from https://adage.com/article/cmo-strategy/hip-hop-golf-callaway-swinging-millennials/305447/

Cobra’s unique diversification strategy that is helping the company stay ahead of its competition.

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The Original Cobra Baffler and Founder Thomas Crow

Cobra is widely known around the golfing industry for its exciting golfers and bright, colorful golf equipment. Cobra Golf was founded by a prestigious Australian amateur golfer named Thomas Crow in 1973. However, instead of producing golf clubs already available from other brands, Cobra immediately differentiated and introduced the Baffler in 1975. The club acted as no other golf club available on the market at the time. The club design featured two sole rails that allowed golfers an easy way to hit a club from many different lies. Ahead of its time than it is still being used in their technology today¹. Cobra is much different than many more traditional golf brands, as it tries to continuously differentiate from its main competitors such as Titleist and TaylorMade.

In 1985, Cobra was the first company to introduce graphite shafts in both irons and drivers and four years later they created a revolutionary process in graphite shaft making that would change the industry forever. The company used the “autoclave system” which strengthened graphite shafts through a unique process that provided more precision. In the early 2000s, Cobra introduced new technology that focused on playability and distance. They also endorsed many different tour players that excelled in marketing their products to the masses. In 2006, Cobra’s golfers won 7 times between the LPGA, PGA and European Tours which helped create a buzz around the company¹. Today, Cobra is still recognized for its endorsement of electric, unique and successful golfers on the PGA and LPGA tours.

After 2010, when PUMA purchased Cobra the brand struggled to gain more market share. The golf equipment industry is very competitive and Cobra did not have a distinctive direction. In the early 2000s, the company advertised its clubs as being the longest and most forgiving, however, at the turn of the decade, every competitor had the same idea. The company’s executives employed id29, a marketing and branding strategy company, to help propel Cobra to new levels of success within the industry. The marketing strategists at id29 focused on using Cobra’s unique “character” to implement a new line of golf clubs. One of the focal points of the new strategy was using bright colors that would appeal to the younger generations². This promotion idea has helped Cobra stay a name brand within the industry.

Cobra’s most recognizable athlete is Rickie Fowler. Fowler is a golfer with a young, energetic spirit, that draws young fans and adults alike to watch tournaments and support him. Id29 used his personality to Cobra’s advantage. The bright colors easily fit with his energy and gained the attention of golf fans everywhere. Arguably, no professional golfer since Tiger Woods has been more likable than Rickie Fowler on tour because he is someone fans can identify with. At times, golf can be a very drab sport with its slow play, and lack of excitement. However, Rickie Fowler and Cobra are trying to change the path golf is taking to become more exciting and youth-friendly.

Today, Cobra continues to appeal to fans through its endorsements. Bryson DeChambeau, an up and coming golfer, recently signed an endorsement deal with Cobra and introduced his signature one-length irons, a completely revolutionary idea within golf. However, Cobra is also trying to advertise its brand as one anyone can support. Much like id29 did for them in 2011, the company is trying to make the game as easy as possible for its customers. Cobra’s drivers include many different settings and colors to appeal to any market, while its irons have different variations to tailor to anyone from a novice to a tour professional. Just like in the 1970s, Cobra is changing the game of golf in ways many people would not think of. From their Baffler slider technology to DeChambeau’s one-length irons the company is truly revolutionary.

The company’s main marketing focus is buyer behavior. Golf is a very frustrating game, where everyone is always trying everything in their power to improve. Cobra’s ads always appeal to an individual’s self-esteem. For example, in its “Where Does Speed Start?” advertisement, Rickie Fowler, Lexi Thompson, and Bryson DeChambeau all claim their club speed comes from their club–not practice or time in the gym³. Many beginning golfers and even experienced golfers are embarrassed by how little distance they can hit a golf ball, so the Cobra’s club claim to fix the issue. Instead of wasting time trying to improve distance in the gym or on the driving range, golfer’s can just buy Cobra’s clubs and be on their way to greater distance and improvement.

Cobra’s significant share of young talent on both men’s and women’s professional golf tours will help drive the company to success. Rickie Fowler is one of the most popular golfers in the world, while Bryson DeChambeau’s unique style attracts even more golfers to Cobra’s name. Additionally, their new targeted marketing strategies are helping them diversify away from the rest of their competitors creating a clear, bright future of Cobra’s brand.

References:

[1] Cobra Golf History. (2019). Retrieved March 24, 2019, from https://www.cobragolf.com/history

[2] Cobra Golf. (2011). Retrieved March 24, 2019, from https://id29.com/our-work/9-cobra-golf

[3] Where Does Speed Start [Advertisement]. (2019). Retrieved March 24, 2019, from https://www.ispot.tv/ad/IfSx/cobra-king-f9-speedback-distance-featuring-rickie-fowler

How TaylorMade has distinguished itself as the premier manufacturer of drivers and fairway metals and their keys to driving sales.

TaylorMade has been distinctive from its inception. The company was started in 1979 by Gary Adams, who had the desire to revolutionize golf equipment. Adams was the definition of a true entrepreneur and created TaylorMade’s globally recognizable brand with a $24,000 loan and a 6,000 square foot building. The first product that the company made was ahead of its time. Whereas other companies still were creating drivers with wood, Adams focused on a new concept. TaylorMade produced a metal driver that’s “weighting” around the outside of the club provided more forgiveness and distance than any club of its time¹. This new concept worked exceptionally well and to this day TaylorMade is renowned for producing the best drivers in golf.

TaylorMade is very customer oriented in their marketing strategies. When TaylorMade hired David Abeles as the CEO in 2015, he was adamant about creating an interactive online experience that would encourage golfers to keep returning to buy their equipment. Abeles stated, “to give golfers around the world access to Dustin Johnson, Sergio Garcia and Justin Rose, to actually interact with them. It’s amazing. When you can interact with the world’s best, it brings people in.”² Currently, 6 out of the 12 best golfers in the world use TaylorMade clubs and TaylorMade’s CEO sees the importance of creating as much communication between their sponsored players and their general customer base.

TaylorMade also has focused on creating an innovative website that encourages customers to try before they buy. AmpAgency, a marketing agency helped the company redesign its website to reinforce its presence as the leader in golf technology. At its core, the project changed the website from an outdated, simple website to one that “showcased” the technology and innovation of the golf equipment. One of the main features was highlighting the adjustability of their clubs. Through vibrant displays, TaylorMade’s website now analyzes the many different settings of each club and how different golfers can use them to adapt to their games. They also include video lessons and tutorials on how the equipment (both clubs and balls) can be beneficial to any individuals game³.

One of the newest campaigns that the company has developed is their “The Turn–Upgrade by TaylorMade” subscription service. Although under marketed, in 2017 the company released a program where customers could finance their purchases for new clubs and had the option to upgrade even before the financing period was over. This new enterprise allows nearly anyone to purchase new clubs even though they can be out of a budget⁴. In doing so, TaylorMade significantly increased its target market and customer base and keeps customers returning to purchase new clubs and other equipment. The company is not only innovative with their golf clubs and balls, but it is pioneering new marketing strategies within the golf industry that encourages future growth.

[1]    About Us. (2019). Retrieved March 10, 2019, from https://www.taylormadegolf.com/about-us/aboutUs.html

[2]    Johnson, E. M. (2015, July 20). New TaylorMade CEO Outlines Brand’s Future Plans. Retrieved March 10, 2019, from https://www.golfdigest.com/story/new-taylormade-ceo-outlines-br

[3]   TaylorMade Golf Case Study. (n.d.). Retrieved March 10, 2019, from https://www.ampagency.com/taylormade-golf-case-study

[4]   Mottl, J. (2017, October 06). TaylorMade Golf Takes a Big ‘Turn’ to Boost Customer Experience. Retrieved March 10, 2019, from https://www.retailcustomerexperience.com/articles/taylormade-golf-takes-a-big-turn-to-boost-customer-experience/