TaylorMade golf clubs gained explosive brand recognition during the mid-80s which altered the company from a struggling upstart business into one of the top golf club innovators in the world. In the mid-90s, TaylorMade bigwigs started designing a new line of golf clubs that would maintain the brand’s reign in the golf marketplace as it did when they launched the Metalwood driver.
In 1995, the company was expecting considerable revenues as they plan to present the new Burner Bubble club to the public. The new Burner Bubble driver allowed golfers to have a swift and faster swing without much force and it became the prototype for other metal drivers manufactured in different states. TaylorMade vice-president for marketing Mr. George Montgomery was determined to generate a huge marketing buzz through the Burner Bubble drivers. Montgomery schemed a marketing plan which demanded the company to shell out a record $18 million for advertising and marketing back-up which was twice the budget that they allotted to their marketing support in the previous years. The aggressive marketing structure for the Burner Bubble was proven to be successful when the TaylorMade golf company sold 500,000 golf clubs during the first eight months that they were released to the public.
The outcome of the Burner Bubble launch to the golf marketplace exceeded the expectations of the company. Revenues from the golf clubs climbed up to 90 percent domestically while international sales soared 50 percent hitting the company’s goalmouth with a projected $220 million total for 1995 alone. As TaylorMade golf clubs boomed even further, bigger budgets were soon assigned to the company marketing scheme for the following years.
In 1996, TaylorMade CEO and President Mr. Charles Yash left the company to transfer to another struggling golf company. This unexpected change opened even more doors for Vice President Montgomery as he started handling TaylorMade’s worldwide operations. Montgomery was partly responsible for TaylorMade’s progress from the 6th spot to being 2nd largest U.S. golf manufacturer.
TaylorMade declared plans of expanding its production capacity and operations in 1997 to edge over their competitors. The company gave ways to larger progressions in their facilities including a 206,000 square foot main building, a 4,250 square foot engineering laboratory and a 6-acre club-testing range. The company opened this establishment in the hopes of obtaining a larger and more rapid golf club production in a year. The construction which was estimated to come into fruition in the early 1998, started construction in March 1997. As the company was advancing to wider and more aggressive plans, TaylorMade was offered a deal to help nurture their future aims. Salomon sold the interest of TaylorMade golf and other sports merchandise to noted international giant Adidas AG. Montgomery was positive that the corporate marriage between Salomon and Adidas would develop their growth plans even more and would help them secure more backing.
Settling at a $1.53 billion deal, TaylorMade found a new corporate umbrella in the company that was retitled as the Adidas-Salomon Group. This company fusion gave birth to even more impressive accomplishment for TaylorMade golf clubs as their domestic market share in Metalwoods soared up to 25 percent. Even TaylorMade’s golf bag sales saw rapid growth during the same year which promised Montgomery and company a more positive and brighter future. When the company officially transferred to their bigger facilities, they also announced their plans to release a line of golf clubs for kids.
Today, TaylorMade is touted as the leading golf equipment and apparel manufacturer in the world. In 2011, the company reached global sales of over $1 billion cementing their status as the world’s prime golf equipment company and innovator.