TaylorMade Golf (case study)

TaylorMade Golf Company, the owners and operators of three world-class and market leading brands in the consumer golf space - TaylorMade, adidas Golf, and Ashworth – worked with Stitch Marketing+Research in 2010 to build a primary research mechanism through which they could gather quantifiable, trendable data direct from trade customers on the organization’s performance against key customer service metrics. The challenge for the tmag/Stitch team was to not just build a reporting system, but to predict future customer satisfaction, building a proactive market assessment that allows the tmag to deliver above and beyond customer expectations and build loyalty and purchase preference.

With the end user as the key element in ultimate product acceptance, adoption and validation, Innovation and Quality are costs of entry for TaylorMade-adidas Golf. However, without the Customer Service element successfully executed, and without the expectation and perception of Unmatched Quality, the end user will not get the opportunity to evaluate and experience the product attributes that have been established in the brands represented.

An initial audit of previous customer satisfaction studies was executed, along with interviews with key internal stakeholders in the delivery of best-in-class service. Stitch Marketing+Research developed initial conclusions from existing data, and re-configured a study of the entire customer base to adequately represent the tiers and segments serviced by tmag. This new study was designed to measure performance by multiple factors and multiple channels, and to test for predictive elements in the trade customers’ interaction with the organization at all levels and touch points.

Solution: Stitch used the opportunity presented in the audit and re-configuration of the research to add new dimensions to the analysis, so that the data could not only provide trend information over time, but critical strategic information across segments.

The study used an on-line survey to an internal database, drawing several hundred respondents.

In a market where the competitors are clearly defined, it was possible to analyze the data to map tmag against key competitors on a number of dimensions.

While ongoing performance compared to competitors was a key deliverable, the reasons for that performance rating were critical to improvement. We took responses by segment and analyzed verbatim comments, in addition to ratings, to provide a rich description of how respondents experienced tmag.