Badminton Club Business Model and Analysis

Badminton Club Management

The management mode of badminton clubs is a bridge that ensures the normal operation of business activities and is the means and tool for accomplishing business tasks. The survey shows that 80% of the hairball clubs use a variety of management methods to engage in business activities such as club membership, monthly ticketing, etc., and they have received good economic benefits. Some badminton clubs are also pursuing new ideas. They have conceived new ideas and adopted some unique marketing methods, and they have received good business results. However, the results of the survey indicate that the general business methods adopted by the badminton clubs are dominant, and the camps that are more in line with the current professional characteristics of badminton fitness and entertainment have not been universally promoted.

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In terms of operating content, almost all clubs can provide services such as badminton fitness entertainment and badminton training, and some venues also have the ability to accept badminton competitions according to the needs of customers and related organizations. Colleges and universities like this kind of venues are also generally accompanied by the operation of table tennis and basketball projects, the general area of â€‹â€‹badminton is relatively large, there are spare space to develop more projects.

China badminton club consumption

At present, sports consumption is mainly focused on the study of the macro-consumption of different regions and different social groups. There is not much research on the consumption of various sports events. The excellent performance of the Chinese badminton team in the world competition and the success of the badminton club competition have promoted the improvement of the badminton competition level and the increase in the number of badminton enthusiasts; the hot selling of badminton equipment and supplies throughout the country and the construction of operational badminton clubs have been put into use. Therefore, sports consumption in badminton sports has always occupied an important position in China's sports consumption.

The badminton fitness and consumer awareness has gradually increased. Badminton sports have a good mass base. As a sporting event that combines sports and entertainment, it has the unique sporting advantages of having a long ball age and good general body-exercising effects. Fitness activities have their inherent social value, and they play an important role in strengthening physical fitness, exercising willpower, and making friends and entertainment. They have played an active role in promoting the comprehensive implementation of the "Outline of the National Fitness Program."

Badminton Club Development

1. Comparison of Chinese and Foreign Sports Clubs

Due to the successful experience of the development of sports clubs in foreign countries, at the beginning of the study, scholars introduced a large number of foreign clubs and compared Chinese and foreign sports clubs. The research involves various aspects, such as the development of the club's role, social conditions, institutions, funding sources and expenditures, the club's management system, operating mechanisms, and development trends.

Scholars believe that:

(1) China has the basic conditions for the development of sports clubs.

(2) Foreign clubs have a long history; they are spontaneously formed from the bottom up, and the procedures are simple and spread all over the grassroots level; the choice of professional sports depends on their development status, appreciation and level; China's sports clubs start late and have a low starting point; top down The establishment of clubs lacked the transition and convergence in the organizational system; from professional teams directly to professional clubs, they lacked conditions; and management systems and leadership mechanisms needed to be improved.

2. Club Asset Evaluation Study

In the process of club corporatization, it has become common for intangible assets to be used as a form of investment. At present, in addition to currency and general physical goods, there are also two types of investment in the main body of the club: the price of shares for athletes and the brand equity of sports teams. For the government departments to invest in the entire football team as a share price, it should be considered as the input of athletes' human capital. Brand benefits belong to a kind of comprehensive intangible assets. They are gradually accumulated in the daily training, competition, and operation of the sports team and are usually not valued. How to define this part of assets, what investors should enjoy and whether it is â€œcorporate legal person propertyâ€, how to quantify and enter the company in the form of equity is a problem that needs to be solved. At present, the evaluation process of sports intangible assets is not standardized, lacks legislation, and lacks evaluation standards for intangible assets.

China's badminton club management

1, corporate governance model

The so-called "corporate governance model" is the establishment of a modern enterprise management system. The corporate governance model refers to an organizational structure composed of the owners, board of directors, and senior managers of the company. The first is the owner of the company's own assets to the board of trustees, and the board of directors is the company's highest decision-making body, has the right to manage the company's senior management. The implementation of the corporate governance model of stadiums can effectively raise funds; through the â€œdecentralization and balanceâ€ legal person management methods, scientific management methods can be realized.

The transformation of stadiums in the company's way, including the reform of the joint-stock system, is a thorough reform model. At present, the corporate transformation of large stadiums in China is still in the â€œexploration periodâ€, but there are also some social investment and construction of stadiums, such as Chengdu Longquan Sunshine Sports City and other large stadiums built by listed companies and companies are the corporate governance methods for market operations. , It can be used as a reference for large-scale stadiums and gymnasiums management and transformation to corporate governance and to learn from experience cases. The corporate governance model has many reasonable and effective governance methods, and it also reflects the inevitable trend of the market economy development of the socialist system. However, there are still many difficulties and limitations in applying the corporate governance model to the management system reform of large-scale sports clubs. According to the "theory to practice" approach to bold exploration. In some places, investment from private capital has become a new channel for the construction of sports clubs, which has had a major impact on promoting the development of sports. Take the Nantong Sports Convention and Exhibition Center in Jiangsu Province as an example. The exhibition center was built by private enterprises with an independent investment of 1.154 billion yuan. After the completion of the exhibition, it has produced good social and economic benefits. From a nationwide perspective, private capital investment and construction of stadiums and gymnasiums have become a useful complement to government investment and construction, and have played an important role in meeting residents' physical fitness needs.

2, enterprise management model

There are many venues in large-scale sports venues that do not have a modern enterprise system. However, as a transitional measure, it is also possible to adopt the â€œenterprise-oriented corporate managementâ€ management method to continuously improve economic efficiency. In the process of implementing enterprise management in venues, there are the following issues that need to be addressed. First, we must clarify the existing system of large-scale stadium management and then grant the venues greater self-management and management rights, which will lay a solid foundation for the overall development and transformation of the future. Second, with reference to the enterprise law, the stadiums should be subject to standardized management, the investment methods and investment procedures of the venues should be determined, the authority of the venues to dispose of operating assets should be clearly defined, and related measures such as financial management should be effectively controlled in accordance with the procedures of the corporate operation management. Third, clarify the responsibility for the authorized operation of state-owned assets, and deal with the original non-operating state-owned assets to â€œclear production and verification of nuclear assetsâ€, and convert them into operating assets in accordance with relevant regulations and procedures.

3. Leasing business management model

The lease management model that separates the ownership and operating rights of large-scale stadiums means that the stadium is handed over to the lesseeâ€™s business management according to a certain period of time and certain conditions. At the same time, the property owner authorizes the lessee and the lessee pays the rent. The relevant provisions of the contract exercise the right to operate independently of the venue. In addition, a cooperative management model can be adopted, in which the owner holds the position of the stadium assets and holds the shareholding (equity rights should be higher than 50%), the leasing operator (operating management party) invests less than 49% of the shares, and signs with the owner of the venue. Management contract agreement. In addition to the daily income from business operations and the maintenance of small equipment and equipment, the income from the venue is divided equally between the owner and the operator in terms of shares. Obviously, the leasing business management model only allows the owners of the venues to have the power to control, and at the same time reduce the operating and management costs, and also increase the operating efficiency of the venues.

Characteristics of Management and Management of Badminton Clubs in China

1. Strengthen the construction of hardware facilities for badminton court clubs

In the course of the development and construction of badminton clubs in China, the role of government support and unified planning cannot be ignored. We must fully tap and use existing badminton club facilities to develop peopleâ€™s badminton activities, and increase funding for the construction of badminton club facilities, while relying on all The power of society is to raise funds for multi-channel, multi-level and multi-formation to accelerate the construction of more badminton sports venues, and to improve the simultaneous planning of service facilities and development and construction, and at the same time, to strengthen the construction of hardware facilities in venues to better serve Customer service provides the material basis.

2. Strengthen promotion and improve service quality

It is necessary to introduce service concepts, adhere to the people-centered principle and maximize customer comfort, grasp the laws of the market, use innovative publicity methods, and strengthen their own packaging. We will improve the management system, strengthen leadership, establish a performance-based assessment, assessment and competition system, and change the ideology of waiting for customers to come to the door. Improve the quality of venue service personnel, improve service quality, and create a good atmosphere for badminton operations.

3. Pay attention to scientific planning and improve the unbalanced distribution of clubs.

In view of the unbalanced layout of venues, it is suggested that in the future development of new venues for badminton, we must conscientiously do a good job in the planning and construction of stadiums and gymnasiums. Operators should strengthen research and market positioning, and have both the company itself and the development of Xiâ€™an. Bright side. The relevant management departments should guide badminton developers to develop in places with large potential for badminton venues and large market potential based on the economic development of each district and the population.

4. Strengthen the industrial economic awareness of the stadiums and improve the management system.

One of the reasons for the low degree of industrialization of badminton clubs is the lack of management talents who understand the economy and management. At the same time, there is a lack of research on theories and policies. The industrial direction and industrial policies are not clear enough. It is necessary to strengthen and improve the management system, attach great importance to the organization of business training, technical consulting services, and experience exchanges for stadium managers, comply with the requirements of the market economy, take service as the core, shape the image, grasp the management, and occupy with high-quality services. market.