There’s a very compelling argument to be made that 2007 was the year that separates the Tale of Two Wilson’s. The first Tale serves as a Harvard Business School-level case study on how to drive a legendary global brand into the ground and damn near kill it. The second Tale can’t really be called a rebirth or resurrection (not yet, anyway), but it can be called a re-boot. Wilson 2.0, if you will.
Today we’ll look at just what did happen to Wilson and how, through a series of ownership changes, an evolving golf landscape and, as today’s Wilson leadership freely admits, poor management and really, really bad decisions steered this once-proud market leader to the edge of doom and worse: irrelevance. [READ MORE]