本文選題：山東半島藍(lán)色經(jīng)濟(jì)區(qū) + 乒乓球俱樂(lè)部��； 參考：《曲阜師范大學(xué)》2017年碩士論文

【摘要】：胡錦濤總書(shū)記在2009年提出了打造山東半島藍(lán)色經(jīng)濟(jì)區(qū)的口號(hào),“十二五”規(guī)劃開(kāi)局之年將“山東半島藍(lán)色經(jīng)濟(jì)區(qū)發(fā)展規(guī)劃”作為一項(xiàng)國(guó)家發(fā)展戰(zhàn)略,“十三五”規(guī)劃對(duì)山東半島藍(lán)色經(jīng)濟(jì)區(qū)提出更高的要求,山東半島藍(lán)色經(jīng)濟(jì)區(qū)的經(jīng)濟(jì)發(fā)展對(duì)于山東省經(jīng)濟(jì)發(fā)展起著舉足輕重的作用。隨著社會(huì)的發(fā)展,人民運(yùn)動(dòng)意識(shí)的增強(qiáng),體育越來(lái)越受到人們的青睞。乒乓球作為我國(guó)的國(guó)球,其群眾基礎(chǔ)深厚,而且乒乓球經(jīng)濟(jì)在體育經(jīng)濟(jì)中占據(jù)相當(dāng)大的比重,然而,由于我國(guó)乒乓球俱樂(lè)部出現(xiàn)時(shí)間較短,俱樂(lè)部的運(yùn)營(yíng)和管理尚不成熟,存在諸多問(wèn)題。本文在國(guó)內(nèi)外關(guān)于乒乓球俱樂(lè)部的研究基礎(chǔ)上,運(yùn)用文獻(xiàn)資料法、問(wèn)卷調(diào)查法、數(shù)理統(tǒng)計(jì)法、訪談法、個(gè)案分析法和實(shí)地考察法等,從營(yíng)銷(xiāo)模式與人力資源管理模式兩方面對(duì)山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部發(fā)展現(xiàn)狀進(jìn)行了研究;從運(yùn)營(yíng)模式及其特點(diǎn)對(duì)山東樂(lè)旋乒乓球俱樂(lè)部進(jìn)行重點(diǎn)案例分析,得出乒乓球俱樂(lè)部運(yùn)營(yíng)的啟示;對(duì)山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部現(xiàn)有運(yùn)營(yíng)模式進(jìn)行評(píng)價(jià),對(duì)連鎖運(yùn)營(yíng)模式實(shí)施的可行性進(jìn)行分析;得出以下結(jié)論:(1)山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部在營(yíng)銷(xiāo)模式方面:宣傳方式、盈利方式單一,休閑配套設(shè)施不全,俱樂(lè)部員工人數(shù)較少且分工不明確。在人力資源管理模式方面:管理員學(xué)歷素質(zhì)整體偏低,教練員培訓(xùn)技能水平欠缺,消費(fèi)者對(duì)俱樂(lè)部滿意程度較低。(2)樂(lè)旋乒乓球俱樂(lè)部在營(yíng)銷(xiāo)模式方面:部門(mén)設(shè)置合理且分工明確,宣傳方式及贏利點(diǎn)多樣化。在人力資源管理方面:管理員學(xué)歷及專(zhuān)業(yè)性要求高,教練員實(shí)行等級(jí)分類(lèi)按級(jí)分酬制度,會(huì)員比賽交流頻繁。(3)樂(lè)旋乒乓球俱樂(lè)部采用的連鎖運(yùn)營(yíng)模式拓寬了其經(jīng)營(yíng)范圍且縮短了開(kāi)發(fā)周期,證明連鎖運(yùn)營(yíng)模式在山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球道路上能夠行的通。連鎖運(yùn)營(yíng)能夠提高俱樂(lè)部的經(jīng)營(yíng)水平和經(jīng)濟(jì)效益,提高俱樂(lè)部的活力,增加俱樂(lè)部的競(jìng)爭(zhēng)力,實(shí)現(xiàn)俱樂(lè)部可持續(xù)發(fā)展及多方面的共贏。(4)只有重視品牌效應(yīng),強(qiáng)化人才培養(yǎng),以服務(wù)為核心,嚴(yán)格把控加盟俱樂(lè)部,大膽創(chuàng)新,實(shí)施個(gè)性化經(jīng)營(yíng),加強(qiáng)事故應(yīng)變能力,考慮發(fā)展的長(zhǎng)期動(dòng)力、遠(yuǎn)景目標(biāo)和可持續(xù)性,才能促進(jìn)山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部的運(yùn)營(yíng)。通過(guò)各俱樂(lè)部間聯(lián)賽縱橫,規(guī)劃山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部的市場(chǎng)秩序,連鎖運(yùn)營(yíng)將依靠“帶動(dòng)”將整個(gè)山東半島藍(lán)色經(jīng)濟(jì)區(qū)乒乓球俱樂(lè)部事業(yè)推向一個(gè)頂峰。
[Abstract]:General Secretary Hu Jintao put forward the slogan of creating the blue economic zone of Shandong Peninsula in 2009. In the opening year of the 12th Five-Year Plan, the "Development Plan for the Blue Economic Zone of Shandong Peninsula" was adopted as a national development strategy. The 13th Five-Year Plan puts forward higher requirements for the Blue Economic Zone of Shandong Peninsula, and the economic development of the Blue Economic Zone of Shandong Peninsula plays an important role in the economic development of Shandong Province. With the development of society and the enhancement of people's sports consciousness, sports are more and more popular. As the national ball of our country, the mass foundation of table tennis is deep, and the economy of table tennis occupies a large proportion in sports economy. However, because of the short time of table tennis club in our country, the operation and management of table tennis club is not mature. There are many problems. Based on the research of table tennis club at home and abroad, this paper applies the methods of literature, questionnaire, mathematical statistics, interview, case analysis and field investigation, etc. This paper studies the present situation of table tennis club in the blue economic zone of Shandong Peninsula from the aspects of marketing mode and human resource management mode, and analyzes the key cases of Shandong Le Xuan table tennis club from the operation mode and its characteristics. The enlightenment of table tennis club operation is obtained, the present operation mode of table tennis club in blue economic zone of Shandong Peninsula is evaluated, and the feasibility of implementing chain operation mode is analyzed. The following conclusions are drawn: the marketing mode of the table tennis club in the blue economic zone of Shandong Peninsula is as follows: propaganda mode, profit way is single, leisure facilities are not complete, the number of staff is small and the division of labor is not clear. In the aspect of human resource management, the quality of administrator's education is on the low side, and the level of coaches' training skills is short. Consumers are less satisfied with the club. 2) the marketing mode of the club is reasonable and division of labor is clear, the way of propaganda and profit point are diversified. In the area of human resources management, the administrator has a high requirement of academic qualifications and professionalism, and coaches implement a system of graded and graded remuneration. The chain operation mode adopted by Lexuan Table Tennis Club widens its business scope and shortens the development period, which proves that the chain operation mode can be carried out on the road of table tennis in the blue economic zone of Shandong Peninsula. Chain operation can improve the management level and economic benefit of the club, improve the vitality of the club, increase the competitiveness of the club, realize the sustainable development of the club and achieve the win-win situation in many aspects. Take the service as the core, strictly control to join the club, boldly innovate, carry out the individualized management, strengthen the contingency ability of the accident, consider the long-term motive force, the long-term goal and the sustainability of the development, In order to promote the Shandong Peninsula Blue Economic Zone table tennis club operation. In order to plan the market order of table tennis clubs in the blue economic zone of Shandong Peninsula, the chain operation will rely on "driving" to push the cause of table tennis clubs in the whole blue economic zone of Shandong Peninsula to a peak.
【學(xué)位授予單位】：曲阜師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：G846

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本文編號(hào)：1783667