泰國RATCHABURI藤球俱樂部營運績效模式分析

劉昶佑; 鄭志富; 劉耀益

doi:10.6547/tassm.202106_21(1).0003

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P39 - 75

Social Sciences > Physical Education
Social Sciences > Management

DOI： 10.6547/tassm

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泰國RATCHABURI藤球俱樂部營運績效模式分析

Operation Performance Model Analysis of Ratchaburi Takraw Club

劉昶佑(Chang-Yu, Liu) ；鄭志富(Chih-Fu, Cheng) ；劉耀益(Yao-Yi, Liu)

臺灣體育運動管理學報； 21卷1期 (2021 / 06 / 01) ， P39 - 75

繁體中文 DOI： 10.6547/tassm.202106_21(1).0003

平衡計分卡；經營管理；藤球；運動俱樂部； Balanced Scorecard ； Operation Management ； Sepak Takraw ； Sports Club

Abstract │ Reference (35) │ Altmetrics

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Purpose: In recent years, sepak takraw has become popular in Taiwan following the Taiwanese government's implementation of the New Southbound Policy. However, few studies have been conducted on the operating models of sepak takraw clubs; therefore, the present study analyzed the status and business models of foreign sepak takraw clubs as a reference for the future development of the sport in Taiwan. Methods: On the basis of the ＂Balanced Scorecard,＂ this study conducted five representative interviews with managers and players of a sepak takraw club in Thailand and analyzed the club's operation model through observation and documentary analysis. Results: (1) The customer perspective is crucial to the Ratchaburi takraw club, and its action indicators, including event efficiency, cheap prices, enthusiastic attitude, and professional training courses, effectively enhance customer satisfaction. (2) From the financial perspective, professional training courses and the active development of peripheral products are its actual production capacity. The players' contracts and personnel cost are also part of the club’s cost control policy, and the fund could be feedback to the club. (3) From the internal business process perspective, the aforementioned club enhances its quality through talent cultivation and modified services. (4) From the learning and growth perspective, excellent training plans, a recruitment system with humane management, hardware and software upgrades, an improved exercise environment for customers and employees, and a cohesive organization identity are essential to achieve sustainable development. Conclusion: In practice, the findings of this study suggest that the operators of Taiwanese takraw clubs should first determine the domestic market demand, then provide satisfactory service to customers, and finally establish positive cooperative relationships with enterprises and manufacturers so that the operation of the club can be gradually improved. According to the framework developed in this study, future researchers can construct an operating model that addresses Taiwan's circumstances and precise action indicators for sepak takraw. Future studies may also examine issues related to takraw clubs from different theoretical perspectives to enrich the development of sepak takraw.

Reference ( 35 ) 〈TOP〉

朱炫璉、鄭政如 (2007) 。某政府機關績效管理制度之實證評估－平衡計分卡及層級分析法之利用。管理學報，24(6)，689-705。
連結：
李孟訓、許雅琪 (2008) 。休閒農場經營績效關鍵成功因素之研究－從平衡計分卡的觀點。農業經濟叢刊，14(1)，111-148。
連結：
李仁佐、李晉豪、陳東韋 (2015) 。應用平衡計分卡建構臺北海碩國際女子網球挑戰賽會績效評估模式。臺灣體育學術研究，(58)，59-73。
連結：
李宗鴻、柳永青、洪群翔 (2014) 。馬術活動之經營型態與消費者服務體驗與忠誠度之研究。戶外遊憩研究，27(1)，29-64。
連結：
李展瑋、鄭志富、蔡秀華 (2016) 。臺北市運動中心營運績效指標建構之研究。臺灣體育運動管理學報，16(1)，53-89。
連結：

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