Callaway Golf Company - The Case Centre

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Case

Reference no. 9-503-S06

Spanish language

Subject category: Marketing

Authors: Rajiv Lal (Stanford Graduate School of Business, Stanford University); Edith D Prescott (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 2004

Version: 20 February 2004

Revision date: 23-Apr-2019

Length: 25 pages

Data source: Field research

Topics: Barriers to entry; Cause marketing; Consumer marketing; Crisis management; Cross functional management; Execution; Incubators; Marketing channels; Marketing mix; Marketing strategy; Multibranding; Nonverbal communication; Sustainable competitive advantage

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Abstract

This is a Spanish version. Describes a situation faced by Mr Ely Callaway, the 80-year-old founder, chairman, and CEO of Callaway Golf Co, in the fall of 1999. After a decade of stunning success with the marketing concept, Callaway suffered a significant loss and witnessed a steep decline in sales in 1998. Mr Callaway had built a USD800 million business by making a truly more satisfying product for the average golfer, making it pleasingly different from the competition and communicating the benefits to the consumer. The results in 1998 forced Mr Callaway to reconsider the marketing program that had successfully supported the product until now.

Location:

California

Industry:

Golf

Size:

USD800 million revenues

Other setting(s):

1999