t the game itself has been slow to accept the use of technology in the actual playing of golf. Because of this, Titleist has many opportunities to expand their market share and broaden their product line. Our product will give Titleist another edge over the competition in the golf ball market.(Figure 1)CustomersThe game of golf is bigger now than it has ever been. Since 1986 the number of golfers has increased 33 percent (see Fig. 1 on pg. 7). There are about 26.4 million golfers in the United States that are 12 years or older. Today’s typical golfer is male, 39 years old, has a household income of $65,775 and plays 20 rounds per year (5).When the popularity of golf increases, the revenue also increases. Golfers spend $15 billion annually on equipment, related merchandise and playing fees. This is a 92% increase from 1986 (see Fig. 2 below). The avid golfers (play 25 rounds or more per year) make up only 24 percent of the adult golfer population, yet they account for 61 percent of the total spending on golf(Figure 2)(5). This statistic shows us that our target market should be the avid golfer who is willing to spend the extra money.The increase in popularity of the game of golf has given Titleist the opportunity to expand their product line with the aid of technology. Customers are a key part of a company’s success. They want the product where they need it. Titleist’s new technology added products would have the place utility that customers want. The new product will be offered at the golf courses or clubhouses. CompetitorsThe golf industry is a competitive industry. When it comes to golf balls, Titleist is in a league of its own. All the major golf ball competitors are global companies or have offices worldwide. However, only four companies control the majority of the golf ball use on professional tours. They are Titleist, Bridgestone, Spalding, and Maxfli.The golf balls that professional golfers use...
