Harvard Case - LIV Golf
"LIV Golf" Harvard business case study is written by Alexander J. MacKay. It deals with the challenges in the field of Strategy. The case study is 19 page(s) long and it was first published on : Dec 12, 2022
At Fern Fort University, we recommend that LIV Golf adopt a multifaceted strategy that leverages its unique selling proposition of high-stakes, team-based golf, while simultaneously addressing its controversial origins and navigating the complex landscape of professional golf. This strategy should focus on building a strong brand identity, attracting a diverse audience, and establishing a sustainable business model.
2. Background
LIV Golf, founded in 2022 by Greg Norman, is a professional golf league funded by the Public Investment Fund (PIF) of Saudi Arabia. LIV Golf's entry into the golf world has been met with significant controversy due to the PIF's ties to the Saudi Arabian government and its human rights record. The league has been criticized for its lavish spending on player salaries and tournament purses, which has drawn top players away from the established PGA Tour.
The main protagonists are Greg Norman, the CEO of LIV Golf, and the PIF, which provides the financial backing for the league. Key players in the golf world, including Tiger Woods and Rory McIlroy, have voiced their opposition to LIV Golf, while others, like Phil Mickelson and Dustin Johnson, have joined the league.
3. Analysis of the Case Study
To analyze LIV Golf's situation, we can utilize several frameworks:
Porter's Five Forces:
- Threat of New Entrants: High - The golf industry is relatively easy to enter, but the high costs associated with establishing a professional league pose a barrier.
- Bargaining Power of Buyers: High - Top players have significant leverage due to their marketability and ability to command high salaries.
- Bargaining Power of Suppliers: Low - Suppliers of golf equipment and services have limited bargaining power due to the large number of potential buyers.
- Threat of Substitutes: Moderate - Other sports and entertainment options can compete for viewers and sponsors.
- Rivalry Among Existing Competitors: High - The rivalry between LIV Golf and the PGA Tour is intense, fueled by competition for players, sponsors, and viewers.
SWOT Analysis:
Strengths:
- High Player Salaries: LIV Golf offers significantly higher salaries than the PGA Tour, attracting top players.
- Innovative Format: The team-based format provides a new and exciting dynamic for the sport.
- Strong Financial Backing: The PIF provides substantial financial resources for LIV Golf's operations.
Weaknesses:
- Controversial Origins: The league's association with Saudi Arabia has generated significant negative publicity.
- Limited Global Reach: LIV Golf currently operates in limited markets, lacking the global presence of the PGA Tour.
- Lack of Established Tradition: LIV Golf lacks the history and tradition of the PGA Tour, which is a major draw for fans.
Opportunities:
- Expand Global Presence: LIV Golf can expand its reach into new markets by attracting international players and hosting tournaments in various countries.
- Develop a Strong Brand Identity: The league can differentiate itself by promoting its innovative format and unique player roster.
- Leverage Technology and Analytics: LIV Golf can utilize technology to enhance the fan experience and generate new revenue streams.
Threats:
- Negative Public Sentiment: Public backlash against the league's ties to Saudi Arabia could negatively impact its growth.
- Competition from the PGA Tour: The PGA Tour is a formidable competitor with a strong brand and established infrastructure.
- Economic Downturn: A global economic downturn could impact sponsorships and viewership.
Value Chain Analysis:
LIV Golf's value chain includes activities such as:
- Research and Development: Developing new tournament formats and technologies.
- Procurement: Sourcing players, equipment, and services.
- Operations: Hosting tournaments and managing player contracts.
- Marketing and Sales: Promoting the league and attracting sponsors.
- Customer Service: Providing a positive experience for fans and sponsors.
Business Model Innovation:
LIV Golf's business model is based on:
- High Player Salaries: Attracting top players through lucrative contracts.
- Limited Tournament Schedule: Reducing the number of tournaments to focus on high-stakes events.
- Team-Based Format: Introducing a new and exciting format for the sport.
- Direct-to-Consumer Streaming: Offering live coverage through its own streaming platform.
4. Recommendations
- Strengthen Brand Identity: LIV Golf needs to actively address the controversy surrounding its origins and build a positive brand identity. This can be achieved through:
- Transparency and Accountability: Publicly addressing concerns about human rights and Saudi Arabia's involvement.
- Community Engagement: Investing in social responsibility initiatives and supporting local communities.
- Focus on Innovation: Highlighting the league's unique format and its commitment to pushing the boundaries of golf.
- Expand Global Reach: LIV Golf should pursue a strategic expansion strategy, including:
- International Tournaments: Host tournaments in key markets around the world to attract a global audience.
- Strategic Alliances: Partner with international organizations and sponsors to increase global visibility.
- Player Recruitment: Recruit international players to diversify the league's roster and appeal to a wider audience.
- Develop a Sustainable Business Model: LIV Golf needs to move beyond relying solely on the PIF's funding. This can be achieved through:
- Increased Sponsorship Revenue: Attract sponsors by highlighting the league's innovative format, high-profile players, and global reach.
- Fan Engagement: Create a direct-to-consumer streaming platform and develop engaging content to attract and retain fans.
- Merchandise and Licensing: Generate revenue through merchandise sales, licensing agreements, and other commercial ventures.
- Embrace Technology and Analytics: LIV Golf should leverage technology to enhance the fan experience and gain a competitive advantage:
- Data-Driven Insights: Utilize data analytics to understand fan preferences, improve tournament operations, and develop targeted marketing campaigns.
- Interactive Platforms: Develop mobile apps and social media platforms to engage fans and provide real-time updates.
- Virtual Reality and Augmented Reality: Explore innovative technologies to enhance the fan experience and create new revenue streams.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of LIV Golf's strengths, weaknesses, opportunities, and threats. They consider:
- Core Competencies and Consistency with Mission: The recommendations focus on leveraging LIV Golf's unique selling proposition of high-stakes, team-based golf while addressing its controversial origins and building a sustainable business model.
- External Customers and Internal Clients: The recommendations consider the needs of fans, sponsors, players, and the broader golf community.
- Competitors: The recommendations acknowledge the competitive landscape and seek to differentiate LIV Golf from the PGA Tour.
- Attractiveness: The recommendations aim to improve LIV Golf's financial performance by increasing revenue streams and reducing reliance on the PIF's funding.
6. Conclusion
LIV Golf faces significant challenges but also possesses unique opportunities. By adopting a strategic approach that focuses on building a strong brand identity, expanding its global reach, developing a sustainable business model, and embracing technology, LIV Golf can establish itself as a viable competitor in the professional golf world.
7. Discussion
Other alternatives not selected include:
- Focusing solely on attracting top players: This approach could lead to unsustainable financial losses and limit the league's long-term viability.
- Ignoring the controversy surrounding the league: This approach could damage LIV Golf's reputation and hinder its ability to attract sponsors and fans.
Key assumptions underlying the recommendations include:
- The PIF will continue to provide financial support: This assumption is crucial to LIV Golf's short-term survival.
- The league can successfully address the negative publicity surrounding its origins: This assumption is essential for building a positive brand image.
- Fans will be receptive to the league's innovative format: This assumption is critical for attracting and retaining viewers.
8. Next Steps
To implement these recommendations, LIV Golf should:
- Establish a dedicated team: Assemble a team of experienced executives with expertise in branding, marketing, finance, and international business.
- Develop a detailed strategic plan: Outline specific goals, timelines, and resource requirements for each recommendation.
- Monitor progress and adapt as needed: Regularly assess the effectiveness of the strategy and make adjustments based on market conditions and feedback.
By taking these steps, LIV Golf can navigate the challenges and opportunities ahead and establish itself as a major force in the professional golf world.
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Case Description
On March 17, 2022, Greg Norman, CEO of LIV Golf, announced the 8-tournament schedule for the inaugural season of the LIV Golf Invitational Series. Norman, a retired professional golfer and former world #1, was helming the league to compete with the PGA Tour, which was the dominant affiliation for professional golfers. On June 9, 2022, the first LIV Golf event teed off outside of London, England. Immediately following the official start of the London tournament, Jay Monahan, the commissioner of the PGA Tour, released a memo stating that all 17 PGA Tour players participating in the LIV Golf event were suspended and ineligible to compete in PGA Tour events. Tensions continued to rise over the summer, as more players "defected" to LIV, lost sponsorships, and lost the ability to earn points on the world rankings. LIV Golf filed an antitrust lawsuit accusing the PGA Tour of anticompetitive practices, and the Department of Justice also launched an investigation. Both sides expected the conflict to escalate in the years ahead.
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