Keep pulling the thread on TaylorMade.
During the guest's tenure as President and CEO, TaylorMade's sales grew from $300 million to $1.85 billion.
To accelerate growth and disrupt the market, TaylorMade shifted its product strategy from a three-to-five-year product life cycle to a one-year life cycle.
Within three years of implementing a one-year product cycle, TaylorMade doubled the size of its business.
Within six years of its strategy shift, TaylorMade surpassed Callaway in size, growing from a $300 million company to overtake Callaway, which was a $1 billion company.
Following its strategic shift, TaylorMade achieved the number one market position in the metal woods, irons, apparel, and footwear categories.
Following the launch of the white R11 driver in January 2011, TaylorMade's market share in its category increased from 35% to 52% by March 2011.
TaylorMade's annual revenue grew from $1.2 billion to $1.8 billion in the single year following the launch of its disruptive white driver.
In 1999, TaylorMade was underperforming relative to its key competitors, Callaway and Titleist.
In 2010, TaylorMade had revenues of approximately $1.2 billion and held a 35% market share in the metalwood category.