The analysis that follows is based upon the Harvard Business School Case Study “Callaway Golf Company” (9-501-019), revised September 26, 2005. Unless otherwise noted, all data referenced herein refers to HBS Case Number 9-501-019.

In the case of Callaway Golf Company (CGC), the corporation enjoyed years of success and popularity in the golfing community by understanding its consumer base: golfers believed that a more expensive golf club signified higher quality, better performance, and greater status. Although CGC targeted amateurs seeking to improve their game at nearly any cost, by 1998, 69% of professional golfers sought CGC clubs as the revolutionary tool of the trade. Despite an inevitable decline in sales as CGC neared the upper limits of its pricing range, CGC gleaned profound profits by entering a price-elastic market and offering avant-garde products. As shown in Exhibit 1, CGC can continue to increase profitability and brand awareness by adjusting production......

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Title: Cgc
Approximate Word Count: 765
Approximate Pages: 4 (250 words per double-spaced page)

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