胡娜碧潭網球俱樂部經營管理策略之研究 Research on the management strategy of Hu Na Bitan Tennis Club

Date
2021
Authors
蔡慶煌
Tsai, Ching-Huang
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Abstract
胡娜碧潭網球俱樂部是大臺北地區最早成立且規模最大的網球俱樂部,有其特殊且過人之處。目的:探討胡娜所成立的網球俱樂部經營管理策略。方法:採個案研究法,透過半結構式之深入訪談、文件分析及在胡娜碧潭網球俱樂部擔任教練一職的田野筆記,以主題式分析與歸納。結果:一、出生於大陸重慶的胡娜從小網球運動成績不凡,走向世界職業網球殿堂,成為亞洲女子排名第一,退役後考取網球專業教練證照及修習經營管理課程,立志培養能在世界嶄露頭角的職業網球選手,1996年在臺灣定居後成立了胡娜碧潭網球俱樂部,培養出代表臺灣出賽國際網球聯邦盃的女子球員。二、此俱樂部的策略展現於個人資產、團體資產、個人能力及組織能力等四面向,累積25年的核心資源。三、此俱樂部於價值性、稀少性、不可替代及不可模仿性等四層面確實具有一定的核心競爭力。
Huna Bitan Tennis Club is the earliest and largest tennis club in the Greater Taipei area, which has its special and outstanding features. Purpose: To discuss the management strategy of the tennis club established by Hu Na. Method: The case study method is adapted. Through the semi-structured in-depth interviews, document analysis and field notes as the coach position at Hu Na Bitan Tennis Club, the thematic analysis and induction were conducted. Results: 1. Born in Chongqing, Mainland China, Hu Na has achieved extraordinary performance in tennis since she was a child, and she has become the world's top professional tennis player. After retiring, she obtained a professional tennis coach license and studied further business management courses. Based on her ambition to train professional players to rise in the world, Hu Na established the club after she settled in Taiwan in 1996 to train female players who represent Taiwan in the International Tennis Federation Cup. 2. The strategy is embodied in the four aspects of personal assets, group assets, personal ability and organizational ability. It has accumulated core resources for 25 years. 3. This club does have certain core competitiveness in four aspects: value, scarcity, irreplaceability and non-imitability.
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Keywords
運動俱樂部, 網球運動, 核心資源, Sports clubs, Tennis, Core resources
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