Performance Indicator is a start-up, the patents on the use of color-change technology to see if balls were damaged by exposure to water, holds. As golfers put two to five balls into play for each new ball, they buy the golf ball market used cuts heavily into the sales of the manufacturers. Performance Indicator technology would drastically curtail the availability of the beads used, doubling or tripling the size of the market for new golf balls. At the time th … Read more »
Performance Indicator is a start-up, the patents on the use of color-change technology to see if balls were damaged by exposure to water, holds. As golfers put two to five balls into play for each new ball, they buy the golf ball market used cuts heavily into the sales of the manufacturers. Performance Indicator technology would drastically curtail the availability of the beads used, doubling or tripling the size of the market for new golf balls. At the time of the case, the founders have pursued this idea full-time for five years, but have yet to convince any manufacturer expects to license its technology.
«Hide
from
Kenneth Corts
Source: Harvard Business School
16 pages.
Publication Date: May 20, 2002. Prod #: 702480-PDF-ENG
Performance Indicator HBR case solution
Related Case Solutions
AT&T Consumer Products- McKinsey & Co. (A)–1956
- Oracles Hostile Takeover of PeopleSoft (A)
- Analytical Probability Distributions
- The Good Night Motel
- How to Manage a Crisis Before It Hits
- Goddard Space Flight Center: Building Learning Organization (B)
- Lexon Corp. (A)
- Peter Olafson (A)
- Negotiating on Thin Ice: The 2004-2005 NHL Dispute (B)