運動休閒娛樂事業發展與數位轉型策略研究－以T公司為例

Abstract

本研究旨在探討運動休閒事業在面臨數位轉型浪潮下，如何調整經營策略與商業模式以維持競爭力，並以 T 公司為研究對象進行個案分析。 研究首先通過文獻回顧，探討運動休閒產業的定義、範疇與台灣產業發展現況，並分析撞球、保齡球、高爾夫球、健身房與電子遊戲場等相似產業的發展歷程與轉型策略，作為個案分析的理論基礎。接著，研究運用PEST分析探討台灣休閒運動產業的總體環境，再結合BCG矩陣、C-SOP策略框架與同業發展現況，分析T公司所面臨的關鍵課題與因應策略。 個案研究發現，T公司自2003年開始經營全台最大的連鎖棒壘球打擊場，並跨足保齡球館、卡丁車場、遊樂園等多元化休閒娛樂業務。面對數位轉型浪潮趨勢與少子高齡化社會問題，T公司亟需透過數位科技提升營運效率，同時開發差異化服務吸引不同客群。 透過BCG矩陣分析，研究建議T公司應持續深耕棒壘球等明星事業，並重點培育岩盤浴、滑輪場等問號事業，同時優化或轉型表現欠佳的保齡球業務。C-SOP策略框架則指出T公司應強化創新、顧客導向的企業文化，發揮數位科技優勢推動營運流程優化，建立跨部門協作機制，並吸引數位人才加速組織數位化。 此外，本研究也借鏡日本ROUND ONE同業的轉型策略，建議T公司可引進創新遊樂設施吸引年輕客群，並導入無人化管理以降低人力成本。透過數位轉型提升顧客體驗、優化營運流程、開發創新服務，將是T公司保持領先優勢的關鍵。 未來，T公司應持續深化數位應用，加速場館智慧化，並發展線上線下互動的嶄新商業模式。在顧客需求快速變化的時代，唯有緊抓數位科技的力量，持續創新、彈性調整，方能在競爭激烈的運動休閒市場中屹立不搖，創造永續經營的藍海策略。

This study aims to explore how the sports and leisure business adjusts its management strategies and business models to maintain competitiveness in the face of the digital transformation wave, using Company T as a case study. The study begins with a literature review, examining the definition and scope of the sports and leisure industry, the current development status of the industry in Taiwan, and analyzing the development history and transformation strategies of similar industries such as billiards, bowling, golf, gyms, and electronic gaming centers. This serves as the theoretical foundation for the case analysis. Next, the study uses a PEST analysis to explore the macro environment of Taiwan's sports and leisure industry, combined with the BCG matrix, C-SOP strategic framework, and the current state of industry development, to analyze the key issues and response strategies faced by Company T. The case study finds that since 2003, Company T has been operating the largest chain of baseball and softball batting centers in Taiwan and has diversified into bowling alleys, go-kart tracks, amusement parks, and other diversified leisure and entertainment businesses. Facing the trend of digital transformation and the issues of a low birthrate and aging society, Company T urgently needs to use digital technology to improve operational efficiency while developing differentiated services to attract different customer groups. Through BCG matrix analysis, the study suggests that Company T should continue to deepen its star businesses such as baseball and softball, and focus on cultivating question mark businesses like spa and roller skating rinks, while optimizing or transforming the underperforming bowling business. The C-SOP strategic framework points out that Company T should strengthen an innovative, customer-oriented corporate culture, leverage digital technology to drive operational process optimization, establish cross-departmental collaboration mechanisms, and attract digital talents to accelerate organizational digitization. In addition, this study also draws lessons from the transformation strategies of Japan's ROUND ONE and suggests that Company T can introduce innovative amusement facilities to attract young customers and implement unmanned management to reduce labor costs. Enhancing customer experience, optimizing operational processes, and developing innovative services through digital transformation will be key to maintaining Company T's competitive edge. In the future, Company T should continue to deepen digital applications, accelerate venue intelligence, and develop new business models that integrate online and offline interactions. In an era of rapidly changing customer demands, only by harnessing the power of digital technology, continuously innovating, and flexibly adjusting can Company T remain standing in the competitive sports and leisure market and create a sustainable blue ocean strategy.