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Economy of the Golf in Europe

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market study
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42 pages
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  1. Introduction
  2. Position of the L'Oreal and Henkel on the market for cosmetics
  3. History of the two groups
    1. Time axis of Henkel
    2. Time axis of L'Oreal
  4. Determination of the core businesses of both companies
  5. Areas of strategic activities of the two groups
  6. Determination of the target of L'Oreal and Henkel
  7. Determination of the need satisfied by the products of L'Oreal and Henkel
  8. Type of technology used in the SBU studied
  9. The competitive forces of Porter
  10. Threats and Opportunities in the cosmetics market
  11. The key success factors
  12. Map of strategic groups
  13. Strategic analysis of L'Oreal and Henkel
  14. Strengths and weaknesses of L'Oreal
  15. Strengths and weaknesses of Henkel
  16. SWOT Analysis - L'Oreal, Henkel
  17. The value chains of the two groups
  18. The BCG Matrix for L'Oreal and Henkel
  19. Financial Comparison
  20. Revenue breakdown by business
  21. Evolution of profitability
  22. Evolution of the share value
  23. Comparative analysis of strategies
  24. Global Strategy of L'Oreal
    1. Strategy of constant innovation
    2. An intensive communication strategy
    3. The concentration of its activities
    4. Internationalization strategy
  25. Global Strategy of the Group Henkel
    1. Innovation Strategy
    2. Communication strategy for the "Citizen"
    3. Diversification strategy
    4. Internationalization strategy
  26. The future of Henkel
  27. The future of L'Oreal
  28. The cosmetics market
  29. Justification of the hexagon sector of Porter
  30. The threat of new entrants
  31. The threat of substitute products
  32. The bargaining power of customers
  33. The bargaining power of suppliers
  34. The threat of firms in the sector
  35. The power of the state
  36. Analysis of key companies
  37. Breakdown of the couples Opportunities / Threats and Strengths / Weaknesses
    1. L'Oreal
    2. Henkel
  38. Conclusion

0This document presents a picture of the golf market in Europe. Its membership is on the rise, and projects a better image among the general public. The market has experienced tremendous growth in France. The number of golfers has almost doubled in ten years, rising to almost 370,000 in 2006 (+45%) for the last 10 years and the total number of practitioners is estimated at 600,000. The number of golf courses has more than tripled since 1980 and there are 543 courses today.

In addition, golf is a sport which, because of its strong reputation in Europe, generates a lot of money. It drew a massive "AB +", which attracts many prestigious sponsors. One of the clearest evidences of the importance of golf in Europe is organizing of the Golf Show that was held from 17 to 19 March 2007 at the Porte de Versailles in Paris.

However, there is still some way to go before it reaches the status of the greatest golfing nations. Although encouraging, the figures in the development of golf in France must be relativized. The comparison with other countries in Europe is final. As the first nation in Europe and the birthplace of golf, Great Britain has a population of golfers three times larger than France.

In Sweden, despite difficult weather conditions, there would be ten times more golfers proportionate to its population than in France. To what extent can golf still develop in Europe? How did it become a strong product of appeal for tourism? How is golf a sport that generates a "business" side of the practice? These are the questions that revolve around the sport.

We will focus to explain the organization of European golf. In the second part, we will focus on providing two levels: the structure of the golf equipment with emphasis on new trends. Then, we will position on the side of demand in terms of practice and performances. Finally, in the fourth part, we will focus on professional golf.

Like any other sport, golf is managed by national federations. They are responsible for the organization and development of golf in their respective countries. They organize competitions; provide structures for high level players, helping to train younger ones. They also deal with licensing and can offer training for careers in golf. Their activities are very broad.

Unlike most other sports, golf is managed very differently in different countries. Federations pursue objectives that vary greatly from one country to another. They all have their specific, because of their history, their financial and human resources, the culture of golf in the country, the location of the country.

To present the national federations of golf, we will build on the study of three countries or the tradition of golf is very different, namely France, Tunisia and Scotland.

The French Federation of Golf (FFG): With more than 350,000 licensees, the FFG is the seventh sport federation in France. It has a budget of 18 million euros, of which 80% comes from license payments.

It has three main areas of expenditure: golf amateur and professional level (30% of budget); operating costs (24% of budget); the operation of clubs and leagues (23% of budget).

This is a sports club, founded in 1912. It is governed by the law of 1901, which means that it is nonprofit. Like most French federations united sport, it is declared of public utility in 1975 by the Ministry of Youth and Sports.

Tags: golf; economy of golf in Europe; French Federation of Golf; golf market

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