臺灣雙北地區撞球運動俱樂部經營模式分析-Hamel經營模式之應用

Abstract

臺灣撞球運動在發展歷程中歷經諸多挑戰，從早期的政府管制與地下撞球場盛行，到2000年後面臨激烈市場競爭與網咖等新興娛樂型態的衝擊，導致撞球市場逐漸萎縮，撞球俱樂部數量亦大幅減少。惟隨著2030年撞球運動重返亞運賽事，為長期低迷的撞球產業注入新的發展契機。鑑此，本研究旨在探討臺灣雙北地區撞球俱樂部的營運現況以及如何在市場環境變遷下，透過創新經營模式保持競爭力與生存。本研究採用半結構式訪談法，訪談對象為三間位於雙北地區的撞球俱樂部之經營者，並以Gary Hamel所提出的經營模式作為理論背景，依據其四大構面及三項連結構面的橋樑設計訪談大綱，進行系統性資料蒐集與分析。研究結果顯示，個案A藉由無菸環境與一條龍服務建立差異化競爭優勢，惟在人力資源管理及價值網絡系統化方面尚有強化空間；個案B以純粹撞球定位、創新會員管理系統及手工桿品牌之垂直整合，建立穩定顧客關係與差異化優勢，但在顧客滿意度制度化管理與策略夥伴拓展方面仍待提升；個案C則以核心能力建構完整價值網絡，有效解決傳統運動俱樂部策略聯盟不足問題，但策略性資源與制度流程之管理仍需優化。整體而言，三間撞球運動俱樂部於不同構面各具優勢，營運成果多受限於過去環境背景下與各俱樂部當地區域性消費環境所帶來的影響及所應對的策略。建議未來實務推動可朝以下方向進行：建構穩定且內部化之教練團隊體系、建立制度化之營運流程與員工管理機制、導入數位化顧客關係管理 (CRM) 系統、強化品牌識別與社群經營策略以及發展校園合作與青少年培育計畫，以促進撞球運動俱樂部之永續經營與整體產業升級。The development of billiards in Taiwan has undergone numerous challenges, ranging from early-stage government regulation and the widespread existence of underground billiard halls, to the intensified market competition and the rise of alternative entertainment forms such as internet cafés after the year 2000, which collectively contributed to the gradual contraction of the billiards market and a significant decline in the number of billiards clubs. Nevertheless, the reintegration of billiards into the 2030 Asian Games has offered a renewed opportunity for revitalizing the long-depressed industry. In response, this study aims to examine the operational status of billiards clubs in the Taipei and New Taipei areas and to explore how these clubs sustain competitiveness and viability amid shifting market conditions through innovative business models. Adopting a qualitative research design, this study employs semi-structured interviews with the operators of three representative billiards clubs in the aforementioned regions. The research framework is grounded in Gary Hamel’s business model theory, and the interview protocol was developed based on his four core components and three bridging dimensions, enabling a systematic collection and analysis of data. The findings reveal that Case A establishes a differentiated competitive advantage through a smoke-free environment and vertically integrated services, though improvements are needed in human resource management and value network systematization. Case B adopts a pure billiards positioning strategy, incorporates an innovative membership management system, and achieves vertical integration through a handcrafted cue brand, thereby fostering stable customer relationships and differentiation; however, there remain deficiencies in institutionalizing customer satisfaction management and expanding strategic partnerships. Case C leverages core competencies to construct a comprehensive value network, effectively addressing the traditional lack of strategic alliances in sports clubs, though it still requires optimization in the management of strategic resources and institutional processes. Overall, the three clubs exhibit distinct strengths across different dimensions, with their operational outcomes closely influenced by their historical backgrounds and regional market environments. This study concludes by proposing practical strategies for the sustainable development and industrial upgrading of billiards clubs, including the establishment of a stable and internalized coaching system, the development of institutionalized operational processes and employee management mechanisms, the implementation of digital customer relationship management (CRM) systems, the reinforcement of brand identity and social media engagement, and the promotion of school partnerships and youth development programs.