Economy of the Golf in Europe
- Position of the L'Oreal and Henkel on the market for cosmetics
- History of the two groups
- Time axis of Henkel
- Time axis of L'Oreal
- Determination of the core businesses of both companies
- Areas of strategic activities of the two groups
- Determination of the target of L'Oreal and Henkel
- Determination of the need satisfied by the products of L'Oreal and Henkel
- Type of technology used in the SBU studied
- The competitive forces of Porter
- Threats and Opportunities in the cosmetics market
- The key success factors
- Map of strategic groups
- Strategic analysis of L'Oreal and Henkel
- Strengths and weaknesses of L'Oreal
- Strengths and weaknesses of Henkel
- SWOT Analysis - L'Oreal, Henkel
- The value chains of the two groups
- The BCG Matrix for L'Oreal and Henkel
- Financial Comparison
- Revenue breakdown by business
- Evolution of profitability
- Evolution of the share value
- Comparative analysis of strategies
- Global Strategy of L'Oreal
- Strategy of constant innovation
- An intensive communication strategy
- The concentration of its activities
- Internationalization strategy
- Global Strategy of the Group Henkel
- Innovation Strategy
- Communication strategy for the "Citizen"
- Diversification strategy
- Internationalization strategy
- The future of Henkel
- The future of L'Oreal
- The cosmetics market
- Justification of the hexagon sector of Porter
- The threat of new entrants
- The threat of substitute products
- The bargaining power of customers
- The bargaining power of suppliers
- The threat of firms in the sector
- The power of the state
- Analysis of key companies
- Breakdown of the couples Opportunities / Threats and Strengths / Weaknesses
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