This article is considerably misleading and woefully deficient. It doesn't remotely the biggest differentiator in the market place: Sales Channels.
All these good quality newer brand balls are indeed viable alternatives to the Titleist-Callaway-Taylor Made market leaders.
As an investor in the what was the dominant online golf retailer, it wasn't difficult to notice how well they sold at lower prices. Customers love them and only supply constraints negatively impacted their sales. As an potential investor in one of these newer brands, it made zero sense to invest capital into them.
Why not? Because none of these brands are on the shelves of green-grass and brick and mortar retailers (save for Kirkland). This sales channel, and the marketing edge that accompanies it, easily rivals, by multiples, the online commerce channel in the new premium ball category, and absent breaking through this barrier, the future of these new brands remains limited.
Furthermore, there is little reason for the established brands to outright buy a Vice, a Snell, or a Kirkland. At best it's quasi-brand dilution and at worst a silly buy given the manufacturing capacity edge the big boys maintain. They'll buy different sales channels and ancillary businesses but are unlikely to buy a competitive commoditized product.