| 摘要(英) |
With the improved quality of life and the rising awareness of individual leisure activity as well as the mandatory policy of two-day weekend, people in Taiwan paid more attention to the issue of health concept. Therefore, in response to the demand of individual leisure activity, leisure clubs have sprung up over the island wide in the past few years.
The previous studies indicated that the aim of customers in golf driving range mainly focused on the learning and practicing of golf swing skills, but not on the purposes of relaxation and socializing with others. Thus, it was unlikely that the attached facilities, i.e. golf shop and cafeteria, became the primary business items, since the major income of a golf driving range resulted from the charge for golf swing practice.
Traditionally, the era of offering a single product or service, or centering on an exclusive market has gone, whereas products or services provided by an enterprise have been shifted to the trend of diversification; therefore, the core value of a golf driving range club was constructed from the concept mentioned above that the high quality of a closed leisure resort arena should be provided. Consequently, the motivation of this study looked into how to run a golf driving range club successfully, from a consideration of mutually incorporating tourism, coffee shop, and golf sport into a multifaceted leisure arena.
Golf driving range club was a capital-intensive industry, which went with a high-risk investment, and under the intense competition, the commercial operation for profits was getting difficult, so that it was required to conduct a study of the evaluation of feasibility to capital investment decision-making.
In the present study, Michael Porter’s Five Forces Model was used as a tool for industrial analysis, and with Resource-Based Theory the resources and capabilities of the case firm were examined, from which the SWOT analyses of the case firm were deduced, yielding a whole scale understanding of advantages and opportunities of the venture case. Moreover, Strategic Matrix was employed as a device to analyze the business strategy of the golf driving range club of the venture case; to elucidate the accumulated resources of the case firm from the industrial environment; to build up the combinations of the target vision; to set up the business strategy and the functional policy of the organization; and to identify the feasibility of the venture case.
The findings of this study pointed out that it was essential to examine and integrate the resources and capabilities of the case firm, and to closely connect the application of the core competence with the business items of the golf driving range club. How to create the additional value for customers, how to derive satisfaction from customers, how to strengthen the customers’ loyalty toward the club, and how to use information technology wisely and effectively paid the way for the progression of the golf driving range club. Ultimately, the evaluation of feasibility in this study, for those companies or proponents longing for stepping into the related fields of the golf driving range club, provided a new direction for the industrial development. |
| 參考文獻 |
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