Marketing Case
Daniel Zarovy
Here's my rough notes. The work we divided up is at the bottom. Remember to send whatever you come up w/ to the group by Sunday night so we can all try to review it prior to Monday's meeting.
Goodluck!
- Daniel
- High end municipal courses, private courses
- New courses that haven't committed to range-finder solutions and are still trying to gain loyal customer base
- Golf pros that give lessons (use as teaching tool and get commission)
- The head professionals that run the daily operations - interested in throughput of players. (70% complaint)
- Private courses w/ complete system. Train the caddies up. They help choose the clubs. The old rich guys aren't going to learn something that takes 5min to learn.
- Training centers for golf pros. Potentially donate to training centers? Then they'll bring it
- Direct - incurring upfront costs, longer term quality
- Distributor - possibly have relationships and selling more customers, but seem to be pushing the distance-only system.
- 3 Cs writeup (Daniel)
- Segmentation and Target Market (Claire)
- Revenue and Costs Numbers (Orkun)
- Do for the existing scenario. Could change price strategy on Monday
- Assumptions need to be made
- 4 Ps
- Questions on Direct Sales vs Distributor
- Question about how to handle Distance Only
- Complete Distributor model (Sho's 3Ps)
Problem: Whether to rollout Golflogix to end consumers or continue w/ golf-course sales.
It seems like going to all customers isn't feasible because a lot of courses have not been mapped? Even if courses are mapped, it sounds like you have to do it to each unit. So just because someone mapped it, doesn't mean everyone can easily get that map.
Lots of potential w/ golf courses using this as a way to provide an added benefit to customers, sell lessons, and improve speed of play.
How can the roll this system out faster? Going much too slow.
---------------
Customers:
Distributor vs Direct Sales Team
What value does xCaddie provide to the golfers? To golf courses?
What is the market potential for the devices. Revenue and profit margins?
Break-even Distance Only
Break-even Complete Sys
Break-even Direct to Consumer
Est. ROI for the golf course by adopting the Complete System
Advantages to courses vs golfers?
Choose 1 target
Dividing up the work
Sixiao Guo
Daniel Zarovy
I also had some issues writing my section. In my case, I felt like I was overlapping other sections and realized that the way divided the work wasn't necessarily the best division of labor. Nonetheless, I've attached my sections w/ a few notations regarding how it might overlap or merge w/ other sections. At least my competition section seems pretty good. In the future, we may want to create an outline of the paper first and divide the work that way.
Also, one thing we didn't consider in discussing customers is that GolfLogix could target chains of golf courses. They could first target courses that are own by larger groups. Then, assuming they close a deal with one and it goes well, they could use that as a selling tool to the corporate office. Anyway, we can discuss it a bit more tomorrow and either scratch or incorporate it. The strategy we've already discussed is still solid.
Later,
Z
Dustin Goot
more before we divided up work. However, I would encourage us all not
to worry much about overlap. I fully expect that my justification for
adding a direct sales staff will include a bunch of stuff discussed in
other sections. We can always figure out where the conflicting
arguments are and address them. Speaking as a former editor, it's way
easier to cull down too much material than to stretch out material
that doesn't quite cover the topic.
--D
Yan, Lin
I agree with Dustin. We still need to work on tailoring the essay. However, we already have a lot of writing (thanks to Daniel). The length limit is 2.5 pages single space and 5 pages double spaces.
Please see attached my piece. Pardon my poor writing skills. Thank god for Dustin. Haha~~
See you guys tomorrow!!
Claire Yan
UCLA Anderson MBA 2012
lin.ya...@anderson.ucla.edu
________________________________________
From: anderson2012se...@googlegroups.com [anderson2012se...@googlegroups.com] On Behalf Of Dustin Goot [dusti...@gmail.com]
Sent: Sunday, October 17, 2010 8:37 PM
To: anderson2012se...@googlegroups.com
Subject: Re: Marketing Case
Yilmaz, Orkun
Hi Guys,
Here are our case's numbers! I derived two products' profit functions, made break even analyses and constituted profit numbers according to the different price scenarios.. If we had had the possibility to derive the market demand, I would have also said the exact optimum prices for each product but unfortunately in this class we don't have any chance to do so.. Tomorrow we will discuss and decide our strategy..
See you tomorrow..
Orkun
________________________________________
From: anderson2012se...@googlegroups.com [anderson2012se...@googlegroups.com] On Behalf Of Yan, Lin [lin.ya...@anderson.ucla.edu]
Sent: Sunday, October 17, 2010 10:25 PM
To: anderson2012se...@googlegroups.com
Subject: RE: Marketing Case
Dustin Goot
Attached is my argument for direct sales and keeping the distance
system. To be honest I didn't focus too much on why it makes sense to
keep two products. The numbers I ran (which are very rough) suggest
that if you switched from a mix of Distance and Complete customers to
Complete only, you'd have to count on losing no more than 20% of
potential sales to keep the same value. Put another way, you're
figuring you could have converted about 7 of the current 10 Distance
customers to Complete customers if that was the only offering. Seems
like a stretch to me. But I don't think Shu cares too much about that
level of analysis as long as you can make a persuasive argument. (In
other words, I can be persuaded to Complete-only.)
Hope you can make sense of the spreadsheet. The calculations are in
the last two tabs.
--D