Osinski and Winskowicz left the meeting very optimistic and enthusiastic about the reception they had received. For all of these reconditioning processes, the primary raw material was of course the ball, and there were plenty of balls to be found.
The online channel grew dramatically, from only a handful of web sites selling used golf balls in to over sites in And they noticed an interesting paradox: He made it clear that the firm was extremely excited about the technology, but that restructuring within the firm made it difficult to move ahead quickly.
No part of this publication may be reproduced, stored in Osinski and winskowicz retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.
One of the key challenges turned out to be a fundamental one: In fact, Osinski himself had never bought a new golf ball prior to founding the company. Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer and marketer of nonalcoholic beverage concentrates and syrups.
Most believed that a ball would be discolored, scuffed, or otherwise damaged in a way visible to the naked eye if it had been subjected to enough punishment to be have had its performance diminished. In the spring ofOsinski and Winskowicz quit their jobs, funded Performance Indicator, LLC, from their personal savings, and pursued this idea full time.
Improvements in quality control and inventory management, as well as a simultaneous boom in the range ball business balls sold directly to driving ranges with the logo either omitted or marked out in some wayvirtually eliminated this source of balls by Sample Print Advertisements Exhibit 2 Source: PGA Magazine, with 30, readers who mostly worked as pros at golf courses, had run an extensive article on used balls in its April issue, with a sidebar detailing the Performance Indicator idea.
Even by the most conservative estimates, golfers lose about million dozen balls in play each year. They were 34 and 36, respectively.
Advances in polymer chemistry had led to more and more durable coverings on balls, meaning that balls could stay in circulation for maybe five years on average without showing visible wear. An Oral-B toothbrush provided an even closer analogy: Keep all of these questions! Osinski and Winskowicz wanted to know what sort of ball golfers would purchase if the adoption of the Performance Indicator technology made it harder to find used golf balls of his or her preferred brand.
The technology is based on a watermediated reaction that brings together two separate, colorless components that, when combined, form the gray color.
This study found a loss of distance of up to 24 yards depending on the brand.
These restrictions on size, weight, materials, texture, etc. John Stith Pemberton is pharmacist who invented formula for the most popular product Coca-Cola in in Columbus, Georgia.
In Januaryone of the large debt-holders agreed to a debt-for-equity swap that alleviated short-run financial pressure on the firm. They had clear legal ownership of an idea that industry participants largely acknowledged would increase industry profits by hundreds of millions of dollars a year.
The outer covering of a golf ball was made by a plastic injection molding process that blended several types of pelletized resins from a number of hoppers. Dunlop Maxfli Osinski and Winskowicz chose to meet with Dunlop Maxfli first, largely because a close personal friend worked in manufacturing there.
Virtually every wooded area and every water hazard on a typical course stored many lost balls awaiting recovery by a later golfer.
Osinski and winskowicz He continued to express enthusiasm for the eventual adoption of the Performance Indicator technology and requested that Osinski and Winskowicz provide additional information on several distinct issues.
In fact, the USGA regulations specified not just what went into a ball, but how it could perform, stipulating to within yards how far the ball could travel when hit by a certain type of club traveling at a certain speed, all verified under controlled conditions with robotic testing equipment.
Divers would pay around 10 cents per recovered ball to the course, and then sell the balls to the reconditioning companies for cents more. The head of marketing, in particular, became a champion of the technology within the firm. All these firms had entered the ball business sincethough several had grown quite large in their first few years.
Callaway viewed the technology as a tool for quality assurance—that is, as a way of protecting the consumer from playing a less-than-perfect Callaway product. However, in the early fall ofOsinski and Winskowicz met with the head of marketing for golf balls and a number of other executives, who fell in love with the Performance Indicator idea.
Protecting the Idea Shortly after quitting their jobs, they filed for their first patent inwhich was eventually issued by the U. A total of A number of companies began to retrieve, clean, recondition, and repackage used balls, selling them through the traditional golf retail channels, which included pro shops, offcourse golf stores, and mass merchandisers.
Developing the Idea Just prior to quitting their jobs, the founders began to work with a professor at MIT who specialized in polymer engineering.
Soon the idea for the new technology was born: To order copies or request permission to reproduce materials, callwrite Harvard Business School Publishing, Boston, MAor go to http: In addition, a number of new channels emerged, as drugstores, carwashes, and even roadside stands began to sell used golf balls.
Osinski and Winskowicz shared additional market research data in subsequent meetings, but were unable to sufficiently allay these fears about consumer acceptance. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.Conclusion: While Osinski and Winskowicz had clear ownership of the patented technology and had refined product, Performance Indicator has yet to gain revenue on the product.
The industry had accepted the idea, but had established a barrier to entry for the technology. Osinski and Winskowicz contracted the U. S. Army’s Research Laboratory to conduct further testing, which established that balls do absorb water when submerged, that this affects basic physical characteristics like the coefficient of restitution (springiness), and that these changes were irreversible.
3 In light of your analysis what should Osinski and Winskowicz do Target a from STR at École Polytechnique. Robb Osinski and Bob Winskowicz are business partners in Performance Indicator, LLC. Robb started as an entrepreneur as an undergraduate at Harvard by setting up a landscaping company.
Bob started his career in sales in consumer health care.
He eventually became the vice president of sales for. Robb Osinski and Bob Winskowicz had been friends for twelve years and business partners for five. In the middle ofthey felt that they were on the verge of a breakthrough in the commercialization of a new technology that their firm, Performance Indicator, LLC, had developed to let golfers know.
Performance Indicator Essay Sample. Q) Why has it been so difficult for Osinski and Winskowicz to get a golf ball manufacturer to sign a contract for their new technology?Download