Cobra King MIM Tour Copper Iron Set

The newest irons in Cobra’s line of copper coated irons. The Metal-Injection-Molding irons have a forged iron feel with the look of a player’s iron. Cobra Golf is consistent with putting out quality performing golf clubs and these do not disappoint.

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Cobra King MIM Tour Copper Iron Highlights

• Mim Construction-Metal Injection Molding (MIM) process delivers precise shaping and exceptionally soft feel
• Tungsten Weighting-Tungsten toe weighting centers the CG behind the hitting zone to maximize distance and precision, even on off-center hits
• TPU Insert-A thermoplastic polyurethane (TPU) insert positioned behind the hitting zone dampens vibrations for a softer, yet solid feel at impact

• These irons look amazing. They have features that resemble a player’s iron but still have the function of a cavity back improvement iron
• Strikes feel solid, even when they are not dead center
• Feels just like a forged iron.
• Control is amazing. Out performs my TaylorMade M4 irons.

• The finish on these isn’t actually copper
• The copper finish is wearing off on the face of the club.

Seeing these are made by Cobra, so my first thoughts are optimistic. Cobra is known for putting extra effort into club design to stay at the forefront with their competition’s clubs.

I think these irons look amazing. Curb appeal is always nice to have around the club house. I have not seen a picture that I could say anything bad about. Performance is more important than looks but turning heads with a nice shot and a pretty club is fun.

From what I have found with performance, the Cobra King Tour Copper Irons are fun to play. They are a “player’s iron” but still have a cavity back design helping those of us that can’t keep up with Rickie and Bryson. Said to have a lot of foregiveness on off-center shots, the sound and feel at contact has made a lot of players thrilled to play them.

They have been on the market for less than a year, so you probably won’s see many people playing them. Some of us like to have the latest and greatest before anyone else does. If that is your style, then here is your chance to flaunt these.

As I have said before, there are a lot of us that have a good swing, but do not have the right clubs. Practice is always necessary, but practicing/playing with the right clubs is a whole new experience. That being said, I hope this article has helped you in your search for your new irons. Best of luck.

 The Background Story of Cobra Golf Inc.

Cobra Golf Inc. is a renowned golf club designer, manufacturer, and marketer. With characteristics like larger heads and graphite shafts, its clubs are aimed at the high-end market. Golf bags and other accessories made by third parties are also sold by the company. Cobra was a publicly traded firm until January 1996, when it was purchased by conglomerate American Brands Inc.

In the 1970s, the company was founded. Thomas L. Crow, an Australian, was the inspiration for Cobra in 1973. Crow, the 1961 Australian amateur golf champion, had decided to turn his enthusiasm for the game into a career as a club designer. Crow got the idea for Cobra in the early 1970s, when he noticed that many American golfers bought individual clubs on impulse, hoping that the new devices would improve their game. Crow raised $150,000 in venture funding to launch a tiny custom club business in order to access into that high-end market. He created the “Baffler” wood, a specialized club with a patented soleplate that assisted in the movement of the ball out of difficult lies on the golf course. Crow’s clubs were specifically intended to reduce drag during the stroke and maximize ball lift.

After being formed as Cobra Golf Inc. II in 1978, Crow’s company began to see tremendous growth. Gary Biszantz, a former San Diego Ford vehicle salesman and an early investor in the company, joined Crow in that year. In 1980, Crow and Biszantz launched the company’s first product, the Baffler wood, which incorporated Crow’s design benefits. The company was able to develop a large demand for their Baffler clubs and quickly expand sales thanks to an aggressive mass marketing campaign. Cobra was selling around $4.5 million worth of Baffler clubs per year by 1985.

Expansion of Product Lines in the 1980s

Cobra began designing a new line of upgraded clubs in the early 1980s, riding a tide of demand for its Baffler clubs. It debuted a new range of Cobra clubs in 1985, which proved to be a big success. The clubs stood out from the competition thanks to their lightweight graphite shafts. Golfers, particularly older players and women, were able to swing the club faster and hit the ball farther with the lighter clubs. The innovation was significant because it appealed to the market’s fastest-growing and most lucrative segments: women golfers and seniors, who spent far more on golf equipment than younger golfers. Cobra was one of the first manufacturers to produce graphite shafts for complete sets of clubs, including woods and irons.

Cobra’s new range of clubs represented the company’s founder’s constant attention on design, as well as current management’s pursuit of a “golf via science” approach to design. Cobra continued to incorporate cutting-edge technologies in the late 1980s and early 1990s, believing that this would help them develop the most advanced clubs on the market. It utilised the most up-to-date computer-aided design technology, such as laser modeling, high-speed cameras, and robotic testing, among other things. In the search for the ideal club, its research and development team also experimented with lightweight aeronautical materials. In the November 28, 1994 issue of the San Diego Business Journal, Dave Schaefer, chief operating officer, stated, “We believe we have the framework established to come out with whatever product we need to come out with.” “If you advertise a product and people buy it, you better make sure your testing backs up what you’re selling.”

Mark McClure, a former ski instructor and golf pro who became Cobra’s marketing mastermind, joined Cobra’s management team in the mid-1980s. Among other things, McClure used a marketing strategy he’d seen ski companies use to promote new products: giving them away. He began sending Cobra clubs to pro shops, asking that the pros try them out and loan them to clients. In the November 7, 1994 issue of Forbes, McClure noted, “Like ski instructors, club pros command quite a deal of respect, and that is the strongest conceivable advertising.” After a year of use, pro shops were given the option of purchasing the clubs at a large discount or returning them. Clubs that were returned were simply refurbished and resold.

Cobra’s revenues were reaching $20 million per year by the late 1980s, thanks to the success of its high-quality graphite-shaft clubs. With distributorships in Canada, Japan, Europe, and Australia (Australia accounted for nearly 20% of Cobra’s sales in 1989), Cobra had established itself as a global leader in golf equipment. Cobra’s greatest phase of expansion, however, was yet to come. Cobra’s annual sales jumped from little more than $20 million to almost $56 million between 1989 and 1993. The reasons for the expansion were several, but they were mostly the product of McClure’s astute marketing approach. In 1990, McClure was promoted to chief executive officer of the corporation, while Crow and Biszantz were promoted to vice-chairman/chief designer and chairman, respectively.

The signing of top-ranked endorsers like Hale Irwin, Beth Daniel, and Greg Norman, among others, was one of McClure’s biggest marketing coups (also known as The Shark). Because he was among the top-ranked players on the circuit when he signed up with Cobra, Greg Norman’s sponsorship was the largest feather in the company’s cap. Cobra couldn’t afford Norman’s multimillion-dollar sponsorship deal, McClure understood. Instead, he gave him a package that included a share of the company’s stock, the ability to help design Cobra’s clubs, and the possibility to someday own the Cobra distribution system in Norman’s native country of Australia. Norman welcomed the offer, as a long-time friend of Cobra’s original founder and fellow Aussie, Tom Crow. Norman went on to become the number two rated player in the world within a few years as a result of the deal.

The debut of Cobra’s third, and most profitable, product line, King Cobra, was at least as crucial to the company’s early and mid-1990s success as its marketing effort. The success of competitor Callaway Golf Co.’s Big Bertha clubs, which were released in 1991, inspired the King Cobra series. Big Berthas were enormous woods with larger sweet spots, allowing traditional duffers to hit the ball farther and straighter even when they were off-center. Furthermore, the clubs allowed better golfers to swing harder because the impact of a minor swing error would be reduced.

The massive success of the Big Bertha woods piqued Cobra’s interest, as it swiftly snatched up a whopping 30% of the whole $500-million-plus wholesale market for woods. Cobra began designing its own larger clubs in order to get into the lucrative new market niche. While Callaway concentrated on its huge drivers, Cobra chose to expand the oversized market by releasing a set of oversized irons. Cobra spent $2 million developing a line of premium irons with larger heads and graphite shafts. It debuted the King Cobra series in 1993, selling the clubs in sets for around $1,000 at retail.

The King Cobra men’s clubs were a great hit, accounting for almost 75% of the company’s sales within a year of its release. Cobra followed up with a series of King Cobra clubs for seniors and ladies, which proved to be just as popular. In September 1993, Cobra went public with a stock transaction that raised $38.5 million to help launch the King Cobra brand. The funds were utilized to establish a marketing campaign, among other things. Cobra launched a $5 million television network advertising campaign using Greg Norman and the King Cobra brand in the summer of 1994. Cobra’s existing nationwide network of 4,200 on-course golf pro shops and 900 accounts with off-course specialty stores aided such advertising efforts.

Cobra used their cash reserves to pursue new growth opportunities. Cobra, for example, paid around $1 million in April 1994 for Cumo Sports, an apparel producer and marketer specializing in men’s and women’s golf and resort attire imported from Italy. Cobra wanted to use the company to assist in the development of its own clothes and related products under the well-known Cobra brand. In 1991, Cobra became the first golf equipment company in the United States to produce its own graphite shafts, in addition to expanding into apparel. Cobra was recognized with achieving profit margins roughly 6% higher than its nearest competitors thanks to vertical integration, which allowed the company to obtain economies of scale and better quality control.

Cobra was able to achieve substantial sales and profit improvements in the mid-1990s thanks to high profit margins, great demand for its gigantic King Cobra clubs, and solid sales of its previous items. Cobra’s revenues climbed by more than 100 percent to $124 million in 1994, and its net income nearly doubled to about $23 million. Cobra was still making money from its Baffler woods and conventional Cobra irons and woods, in addition to its multiple King Cobra club lines. It had also launched a range of speciality clubs, including computer-milled and King Cobra Mallet putters, as well as apparel and accessories. Cobra had also grown its distribution network to include roughly 7,500 on- and off-course businesses by late 1995.

In the mid-1990s, the company was purchased.

Cobra Golf was purchased by American Brands Inc., a diversified $11.6 billion company based in Greenwich, Connecticut, when sales surpassed $200 million in 1995. The Carlsbad, California-based golf equipment manufacturer was purchased by American Brands in late January 1996 for around $700 million. Jim Beam bourbons, Master Locks, Swing office supplies, Benson & Hedges cigarettes, and Moen faucets were among the name brands owned by American Brands. However, it had begun to acquire what was quickly becoming a venerable set of golf equipment holdings. Aside from Cobra, American also owns the well-known Foot-Joy golf shoes and gloves, as well as the well-known Titleist golf ball brand.

Cobra was the top maker of large irons in 1996, and one of just a few brands that controlled more than 75% of the total golf club market. It was counting on new technology to propel it into the twenty-first century, including the use of titanium in the manufacture of its clubs, allowing it to profit from the inevitable replacement market produced by technological advancements such as graphite shafts and bigger club heads.

The impact of Rickie Fowler on Cobra-Puma

Aside from Tiger Woods’ Sunday red, Rickie Fowler’s all-orange clothing, which was inspired by his alma mater, Oklahoma State University, was the only other signature look. His ascent to prominence has coincided with a growth for Cobra-Puma Golf, thanks to his unique style.

In 2012, Cobra-Puma Golf had been around for almost two years and was still working to revitalize its global brand. Then there was Fowler, who agreed to join Cobra-Puma Golf as a full-fledged sponsor. Fowler became the company’s spokesperson, stocked his bag with Cobra clubs, and continued to wear his distinctive Puma clothing on and off the course.

Cobra-Puma Golf witnessed a significant spike in sales every time Fowler did well in an event. In commemoration of Fowler’s Sunday all-orange costume, the business released 500 limited edition orange sneakers, which sold out almost immediately. Fowler ultimately broke through and won his first Tour event at the 2012 Wells Fargo Championship at Quail Hollow Club later that year.

When Fowler inked a deal with Puma in 2009, his rookie year, he already had a deal in place with the clothing manufacturer and made a major statement that season. In 2010, the amateur motor cross racer was named Rookie of the Year on the PGA Tour and was selected for the Ryder Cup. Fowler won his first professional tournament in 2011 at the Kolon Korea Open on the OneAsia Tour. Fowler’s popularity among golf fans had skyrocketed at this moment. His aggressive play and bold attire style drew the attention of golf enthusiasts all around the world.

All of Fowler’s accomplishments served to increase Cobra-Puma Golf’s profile. Cobra’s well-known equipment and Puma’s fashionable clothing were a natural fit. From the beginning, its mission was to be the most desired golf brand by players of all levels and types. Prior to the merger, Ian Poulter, Camilo Villegas, and J.B. Holmes were among Cobra Golf’s top players. Despite the fact that Cobra Golf has always made high-quality golf equipment, it was never regarded as the fun and engaging brand it is now. All of that changed when Puma acquired Cobra and established Cobra-Puma Golf.

Fowler has used his celebrity to secure further endorsements. He then agreed to appear in print, television, and online commercials for Crowne Plaza Hotels & Resorts. Crowne, like Cobra-Puma Golf, was ecstatic to capitalize on Fowler’s newfound star power as well as his entertaining and colorful demeanor. Fowler was on the cover of the Tiger Woods PGA Tour video game in 2013, alongside Tiger Woods. Fowler won this award by winning an online popularity contest voted on by fans. In essence, he had surpassed Woods as the most popular player in the game.

Fowler has remained humble and honest throughout all of the hype and rapid rise to prominence. Fowler’s appeal stems in part from his ability to combine an exuberant, non-traditional style with a grounded, comfortable temperament. Cobra-Puma Golf is ecstatic about Fowler’s impact on the next generation of golfers. When you see Fowler at a Tour event, there’s a good chance you’ll see a slew of kids dressing up as him in full orange. Fowler has made it obvious that he wants to be a role model for children who look up to him.

Hunter Mahan, Bubba Watson, and Ben Crane are also members of the “Golf Boys,” a music group that features Fowler. In this age of social media, he and his staff are extremely linked, and Fowler now has over 450,000 Twitter followers and over 100,000 Facebook “likes.”

This is just the beginning for Fowler, who is 23 years old, and Cobra-Puma Golf. His marketability is unquestionably high, and there appears to be no limit to what he can achieve off the course. A golfer’s success off the course, on the other hand, is solely dependent on his performance on the course.

If Fowler’s game ever deteriorates, we might see his off-course success deteriorate as well. But, for the time being, Fowler continues to shine, and it appears that he will continue to do so for a long time.

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