Your client, Fairway, is a manufacturer and supplier of golf balls.
The company is acting globally in almost every market.
They are now planning to expand to Portugal, but they do not have any information about the market there.
Portugal is a small country in West Europe with a population of 11 million people.
The CEO wants to know if they should enter the market and how they should do it.
This case is made to be interviewer-led. Therefore the interviewer should guide the interviewee through the interview.
The case is split into two parts.
The first part describes more qualitative problems and has more open questions that should make the interviewee think about the problem and its solution.
The second part is more about quantitative problems and calculations. Here the interviewee should try to make his own calculations and solve the questions.
The questions in the big boxes should be read out and shared with the candidate.
Short Solution (Expand) (Collapse)
Suggested case structure:
1. How would you analyse the market and approach the strategic issues of the market?
Information that can be shared if asked by the interviewee:
- There are 3 suppliers operating in the market.
- 2 import their golf balls from China and one supplier (Dolp) imports from the US.
- Each player has 1/3 market share.
- Final sales are made via professional shops situated at the golf courses by using sales people.
- Dolp is providing premium quality ($0.80/ball).
- The other two competitors provide medium quality ($0.70/ball)
- Fairway Inc. provides slightly better quality then Dolp.
- Consumers are very price insensitive (cost for a ball very low compared to membership fees)
The answer should include some of the following points:
Size of market (number of balls sold):
- # of players * games played per year * balls lost per game
- Sales per producer * market share of each producer
- # of stores * # of balls sold per store
- # of golf courses * games per year * balls lost per game
- Looking at markets in similar countries
Revenue and costs:
- Pricing by segment
- How are competitors pricing?
- How price sensitive are customers?
- Cost structure (fixed/variable costs)
Competitors active in the market
- Are the competitors profitable?
Possibilities to enter market
- Who does our distribution?
- Where is the product sold?
- How is the business structured?
- What can our products offer (quality, etc.)?
2. Instead of using sales people, what other ways can you think of to enter the market?
This is a very open question; therefore there are many possible answers:
- Using 3rd parties who already have an established distribution system in the market. This would lead to variable costs instead of fixed costs for our own people.
- Trying to convince the 2 companies importing golf balls from China to buy our product instead of the Chinese.
- Trying to reduce the fixed costs by using less sales people, changing the pay packages, etc.
3. How would you calculate the market size of golf balls in Portugal?
- Number of registered members in the Royal Portugal Golf Association: 40,000
- Amount of golf courses: 200
There are many different methods (as discussed earlier).
The candidate should EITHER use the consumer or the golf course approach:
- Overall 140,000 players (including tourists, casual players etc.)
- Frequency of playing:
Registered members: 2 game/week, 1 lost ball/game
Unregistered members: 12 games/year, 5 lost balls/game
- All lost balls should be assumed to be replaced.
Golf course approach:
The calculation should look like the following:
The calculation should look like the following:
4. Based on the provided data, would it be feasible to enter the market?
With that data the candidate should be able to calculate the break-even point and the needed market share: The main result is: Fairway would need at least about 10% market share in order to make no losses. It could provide that amount of balls with the production facility in Spain. The main conclusion should be:
5. If you have to report to the CEO right now, what would you tell him/her?
With that data the candidate should be able to calculate the break-even point and the needed market share:
The main result is:
Fairway would need at least about 10% market share in order to make no losses. It could provide that amount of balls with the production facility in Spain.
The main conclusion should be:
What are the biggest assumptions made for estimating the market demand in this case?
- Not all lost balls have to be replaced with new ones. Changing the number of balls replaced would provide a totally different picture of the market. There could also be a second hand market for golf balls.
- Some of the balls calculated are lost by tourists and other non-registered members. Those will probably not replace their balls on the Portuguese market, as they almost certainly bring their own equipment including balls to the country. Casual players would also tend to replace the lost balls with second hand ones. As these groups are fairly big, it would also lead to a completely different situation for Fairway.
If the interviewee solves the case very quickly, you can come up with more challenging questions to ask them.