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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/71826


    Title: 高爾夫球場經營策略之研究─以台北高爾夫俱樂部為例
    Authors: 林於豹;Lin,Yu-Pao
    Contributors: 高階主管企管碩士班
    Keywords: 高爾夫;經營策略;Golf;Business Strategy
    Date: 2016-06-20
    Issue Date: 2016-10-13 13:55:29 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 一、以企業經營的標準來衡量,台北高爾夫俱樂部(台北球場)可以算是相當成功的;進場擊球人數全台最多;每年穩定並成長的獲利;累積高達7億元以上的流動資產。台北球場可以長期保持成長,探究其主要原因為;穩定的董事會、優秀的員工、交通便捷以及價格較低廉等。
    二、台北球場經與區域同類型競爭者,就關鍵因素進行SWOT比較,得到可建立競爭優勢的條件為;台北球場地處北、桃交界市場涵蓋最大;與高速公路接近,捷運即將營運,擁有交通便捷優勢;球道洞數最多具彈性調度優勢;會館餐廳及停車場容量大,具多元空間運用條件。據此淂到球場經營策略,接著再以「商業模式再創新」的邏輯程序研析,期能建立完整的經營架構;
    (一)顧客價值主張;最能解決高爾夫球隊整體需求的球場,及國內最佳景觀會議中心、婚宴廣場。
    (二)利潤公式;來賓果嶺費 + 球友餐飲消費 + 婚宴廣場 + 電動車出租 + 賣店收入 + 廣告收入 + 會議中心 等七項 。
    (三)關鍵資源;因應並滿足顧客價值主張的客服組織,及因應並滿足顧客價值主張的員工。
    (四)關鍵流程;將價值鏈完全納入掌握,確保一條龍服務權責相符。
    建立專責服務人員,及完整作業程序,使能全程掌握價值鏈,創造最大之利益。
    建立標準化作業程序,及標準化的服務品項設計。
    三、為因應社會供需關係已由生產導向轉變為顧客需求導向,將球場原有組織,修調為以業務推展為核心的顧客聚焦型;擴大業務部編組,成立客服中心,下授部分權責予業務部,以提升服務品質,及爭取反應顧客需求的時間。為使員工能力得以提升,採人員對外招聘,及現職人員計劃性受訓的方式雙軌並行。員工招聘則除考量個人能力外,亦將團體角色及人員性格特質需求納入,使能源頭建立團體的競爭力。;By the standard of enterprise management, Taipei Golf Club (TPGC) is a rather successful one. TPGC can continue to survive according to this pattern. However, the advantage of competition can′t be hold for a long time. We should look for next favorable market and establish the advantage of competition under the condition of profiting.
    As for key factors in SWOT , in comparison with the regional competitors, TPGC has an access to competitive advantages are as follows : TPGC is situated between Taipei and Taoyuan so its market range is by far the largest; The advantage of traffic,the course in number are the most, the capacity of the restaurants and the parking lots is large.Then by the logic of「Reinventing Business Model」to establish complete structure of management:
    Customer Value Proposition (CVP) -- The ability to meet all the team′s needs and the best center of scenic meeting at home and wedding square.
    The formula of profiting -- The expense of guests + The expense of consumers′ diet + Wedding square + Electrical car′s hire + The income of store + The income of advertisement + The meeting center.
    Essential resources -- A consumers′ service organization and the staff to meet the claim of CVP.
    Essential processes -- Establish responsible serving staff and a thorough working process. To set up a standardized working process and a standardized service design.
    To meet the connecting between supply and needs, to adjust the original organization to focusing on consumers as its nucleus for promoting service. Enlarge theservice department’s working staff, to establish service center and to promote the ability of working staff.We adopt working force from outside, and the working staff should be disciplined as planned at the same time, so as to strengthen the group′s competitive ability.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

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