日本職棒太平洋聯盟屬地權經營策略

目的：屬地權經營為全球職業運動產業的主流模式，日本職棒太平洋聯盟多支球團亦在2004年的日職重組計劃後，開始發展屬地權經營策略，因此成功擺脫經營赤字問題並穩定成長至今。臺灣的中華職棒大聯盟各球團近年也多以此做為球團經營策略，因臺灣棒球發展受日本影響甚鉅，又有日職成功前例可循，故本研究旨在探討日本職棒太平洋聯盟屬地權經營策略，期能為臺灣職棒產業永續發展有所貢獻。方法：本研究引據太平洋聯盟之北海道日本火腿鬥士隊、東北樂天金鷲隊、福岡軟體銀行鷹隊為案例，運用文件分析法搜集相關文件資料，解析其屬地權經營發展脈絡，進而歸納球隊屬地權經營策略內涵。結果：承上述研究方法，將3案例之屬地權經營策略內涵歸納出3大策略方向：1.主場球迷經營之1-1在地意向連結、1-2主場行銷活動、1-3球場整建開發；2.落實社會責任之2-1城市行銷推廣、2-2區域振興活動、2-3地方產業合作；3.基層棒運發展之3-1基層選手培育、3-2運動風氣培養。3案例策略內涵具有高共通性，但各球團會因其所屬地及母企業背景特性不同，擬定適合自己發展之策略目標與活動，就實際票房數字及相關研究結果皆呈現，3球隊在轉型為屬地權經營策略後都持續成長中。結論：本研究從日職太平洋聯盟的屬地權經營策略發展發現，過去各球團成立球隊目的多以宣傳母企業為主，歷經市場衰退衝擊後，終於改變思維，在以獲利為目標的經營方針下，透過創新想法和追求共好的心態，與地方緊密結合，有計劃性的擬定策略活動並持續執行，讓屬地權經營策略形成產業良性循環發展，從市場榮景復甦結果可推論，與地方共生是球隊永續經營之道。臺灣職棒各球團在主場經營之外，可借鏡日職經驗，及早思考因地制宜的策略，強化球隊與城市間的互動關係，更全面落實屬地權經營，持續創造臺灣職棒產業永續前景。因此，本研究最後針對臺灣職棒產業目前環境可能發展之方向，對中職球團、地方政府與聯盟組織提出建議。

關鍵字

職業運動；屬地權經營；太平洋聯盟

並列摘要

Purpose: Franchise management is a mainstream business model for professional sports team operations worldwide. In Japan, many teams in the Pacific League (PBL) adopted the franchise management strategy after a series of operational changes beginning in 2004 called ＂The reorganization of the Nippon Professional Baseball Organization＂ (NPB). The teams successfully resolved their chronic deficits and continued to grow. In Taiwan, many teams in the Chinese Professional Baseball League (CPBL) have also utilized the franchise management strategy to expand their businesses. Taiwan's baseball culture has been heavily influenced by Japan, and the PBL in Japan has often succeeded in franchise management. Thus, this study analyzed the franchise management strategies of the PBL and provided suggestions for Taiwan's baseball industry to ensure its sustainability. Methods: This study analyzed the Hokkaido Nippon-Ham Fighters, Tohoku Rakuten Golden Eagles, and Fukuoka SoftBank Hawks, which are a part of the PBL. Document analysis was used to review studies on franchise management and these teams and to identify their franchise management strategies. Results: Three strategies were identified from the review: building a fan base, which involves local emblem connection, home-game marketing, and renovating home stadiums; corporate social responsibility, which involves collaborating with local governments to market cities, regional revitalization, and forming cooperative alliances; and grassroots baseball development, which involves training local talent, and promoting engagement in sports. Although the strategies were similar among the teams, they differed with the local conditions and parent companies. Box office figures and other statistics indicate that the teams achieved sustained growth after adopting the franchise management model. Conclusion: Whereas professional baseball teams were previously established as marketing tools for their parent companies, after a downturn in revenue, franchise management strategies began to be adopted. By adopting a profit-driven mentality, innovating, working closely with local markets and audiences, and upholding a common-good mentality, the teams strategically planned their activities and created a positive ecosystem. Their accomplishments indicate that establishing strong relationships with local communities can ensure sustainability for professional teams. Professional teams in the CPBL can learn to market home games, implement franchise management, adapt to local conditions, and strengthen their relationships with their cities from the PBL to thereby secure a promising future for the professional baseball industry in Taiwan. This study also provides practical suggestions for Taiwan's professional baseball organizations, the CPBL, and the local government.

並列關鍵字

professional sports ； franchise management ； Pacific League (PBL)

參考文獻

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