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題名 健身工作室因應疫情策略之研究
How Fitness Clubs Cope with COVID-19: The Case of the Small Fitness Gym作者 高以芹
Kao, Yi-Chin貢獻者 于卓民<br>張永明
Yu, Chwo-Ming<br>Chang, David
高以芹
Kao, Yi-Chin關鍵詞 小型健身工作室
主題健身房
COVID-19疫情
線上教學
Fitness studio
Boutique fitness
COVID-19
Virtual workout日期 2022 上傳時間 1-三月-2022 18:22:09 (UTC+8) 摘要 健身市場是一分散式產業(fragmented market)，隨著競爭加劇，新型態的健身服務日新月異想要攻佔這塊市場。健身科技及健身課程在近幾年迅速竄起，新冠肺炎疫情各國封城措施更加速數位化健身服務的成長及消費者的青睞。本研究透過四間個案訪談，了解主題式小型健身房常態下的資源能力及商業模式，進而瞭解業者如何在健身課程線上化及疫情影響的狀況下作出因應策略及行動方針。主題式小型健身房主題明確，找到服務缺口的利基市場後，應用關鍵客群的特性進行，找到適切、相對應的一般通路及行銷方式。顧客關係維護上多以口碑行銷為主，以專業及同理心服務取得顧客的信任及忠誠度。社群行銷是主題式小型健身房增加曝光度獲取客源及合作的形式。由於資源較少，小型健身房傾向透過策略聯盟形式擴大服務內容，但收益流仍較單一風險控制能力低;人事組織扁平但其支出仍佔所有成本中最高，因好的薪資福利為業者保持市場競爭力及團隊凝聚力之方式。疫情封城時，四間個案亦嘗試提供線上課程服務，但使用者參與意願不高，只有10%至30％的學生在疫情中選擇線上課程形式保持運動習慣。參與意願低的原因有經營性障礙及技術性障礙：線上課程挑戰實體健身房之經營模式，線上課程的利潤難以預期且前期成本高，後期利潤也較一般實體課程低，難以成為激勵動機。另一層面為技術性障礙，架設線上課程所需設備較為麻煩耗時，且上課體驗不如實體課程，考驗教練的帶動力及學員的專注力。基於上述原因，個案皆表示線上課程並不適合其課程型態及商業模式，疫情結束後不再提供此一服務。雖然目前產業復甦程度仍不及疫情前榮景，只有約70%至80%的學員回歸實體健身房，但疫情讓個案重新擬定行動方針，如改變收費方式獲取價格彈性高的顧客、透過疫情線上課程累積的聲量進行策略合作、或設計新的課程及服務以吸引顧客。業者仍對產業保持樂觀，健身科技的熱潮也可以作為實體課程的輔助，讓民眾運動體驗更佳，培養長期的運動習慣，增加民眾對於健康及健身的重視。
The fitness industry is fragmented, with business models ranging from large chains like Planet Fitness to boutique fitness studios. Along with an increasingly competitive environment, the service offerings provided to fitness enthusiasts has increased in both variety and complexity. More recently, technology mediated service offerings like mobile and wearable fitness technology and online fitness classes have become hard to neglect. Like any other industry, the whole fitness industry was forced into an era of uncertainty when COVID-19 hit and the world was put on lockdown. Virtual workouts, streaming, and on-demand fitness existed before the COVID-19 crisis. However, the fitness industry had to react to a sudden and dramatic shift in consumer demand that this crisis presented.This case study focuses on 4 theme-based small fitness gyms in northern Taiwan, each of which has a unique niche key customer group such as female- or child-fitness. By analyzing persona and customer needs, the cases highlight distinctive channels and marketing specifically for the target customers. Word-of-mouth is crucial marketing strategy for these boutique gyms. Providing bespoke professional training and the human-touch was integral to achieve the over-arching goal of building trust and loyalty with the customers. Small gyms rely heavily on social media to gain market exposure, collaborations, and customers. However, due to resource limitations, small gyms tend to seek different kinds of strategic alliances in order to expand their service combination. On the other hand, their revenue stream is often weaker and these boutique gyms have reduced risk control capability.During lockdown, all of the four cases provided online streaming workout sessions, yet only 10% to 30% of students displayed interest in participating in this type of virtual workout. Both gym owner and customers were forced to adapt to online classes; however, there are two main obstacles to embracing this digitalization change. First is the managing barrier: Virtual workout challenges the foundation of brick-and-mortar fitness gyms. It’s difficult for the traditional gym owners to calculate the profit and cost of bringing a class online, the revenue of virtual workout is also on average lower than a face-to-face training session. Thus, both the gym owners and trainers are not motivated to make the change even under the pressure of COVID-19. The second barrier relates to the technology limitations: The facilities and equipment needed for the online streaming class can be overwhelming for trainers and students. Without proper training, not everyone is tech savvy enough to handle the complexity of teaching, learning, working out, and monitoring screens at the same time. All of the gym owners of the case study agreed that virtual workout is not an appropriate and efficient business model for them, and subsequently did not continue their online class offering after the lockdown came to an end.To date only 70% to 80% of the customers have returned to their original gyms after COVID19, the industry is yet to recover from this historic economic slump. However, gym owners have learned a lesson from COVID-19. Responses by gym owners included modified pricing schemes to attract customers with higher disposable income and improving cash flow. Despite a lack of profitability, the online class has helped in generating interest and improved reputation to gyms, collaboration opportunities, and new customers. Therefore, all of the owners during the case interview are positive about the future of fitness industry. The hype of fitness technology will be the value add for the brick-and-mortar fitness gyms instead of the replacement. 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國立政治大學
企業管理研究所(MBA學位學程)
105363045資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363045 資料類型 thesis dc.contributor.advisor 于卓民<br>張永明 zh_TW dc.contributor.advisor Yu, Chwo-Ming<br>Chang, David en_US dc.contributor.author (作者) 高以芹 zh_TW dc.contributor.author (作者) Kao, Yi-Chin en_US dc.creator (作者) 高以芹 zh_TW dc.creator (作者) Kao, Yi-Chin en_US dc.date (日期) 2022 en_US dc.date.accessioned 1-三月-2022 18:22:09 (UTC+8) - dc.date.available 1-三月-2022 18:22:09 (UTC+8) - dc.date.issued (上傳時間) 1-三月-2022 18:22:09 (UTC+8) - dc.identifier (其他 識別碼) G0105363045 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/139316 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 105363045 zh_TW dc.description.abstract (摘要) 健身市場是一分散式產業(fragmented market)，隨著競爭加劇，新型態的健身服務日新月異想要攻佔這塊市場。健身科技及健身課程在近幾年迅速竄起，新冠肺炎疫情各國封城措施更加速數位化健身服務的成長及消費者的青睞。本研究透過四間個案訪談，了解主題式小型健身房常態下的資源能力及商業模式，進而瞭解業者如何在健身課程線上化及疫情影響的狀況下作出因應策略及行動方針。主題式小型健身房主題明確，找到服務缺口的利基市場後，應用關鍵客群的特性進行，找到適切、相對應的一般通路及行銷方式。顧客關係維護上多以口碑行銷為主，以專業及同理心服務取得顧客的信任及忠誠度。社群行銷是主題式小型健身房增加曝光度獲取客源及合作的形式。由於資源較少，小型健身房傾向透過策略聯盟形式擴大服務內容，但收益流仍較單一風險控制能力低;人事組織扁平但其支出仍佔所有成本中最高，因好的薪資福利為業者保持市場競爭力及團隊凝聚力之方式。疫情封城時，四間個案亦嘗試提供線上課程服務，但使用者參與意願不高，只有10%至30％的學生在疫情中選擇線上課程形式保持運動習慣。參與意願低的原因有經營性障礙及技術性障礙：線上課程挑戰實體健身房之經營模式，線上課程的利潤難以預期且前期成本高，後期利潤也較一般實體課程低，難以成為激勵動機。另一層面為技術性障礙，架設線上課程所需設備較為麻煩耗時，且上課體驗不如實體課程，考驗教練的帶動力及學員的專注力。基於上述原因，個案皆表示線上課程並不適合其課程型態及商業模式，疫情結束後不再提供此一服務。雖然目前產業復甦程度仍不及疫情前榮景，只有約70%至80%的學員回歸實體健身房，但疫情讓個案重新擬定行動方針，如改變收費方式獲取價格彈性高的顧客、透過疫情線上課程累積的聲量進行策略合作、或設計新的課程及服務以吸引顧客。業者仍對產業保持樂觀，健身科技的熱潮也可以作為實體課程的輔助，讓民眾運動體驗更佳，培養長期的運動習慣，增加民眾對於健康及健身的重視。 zh_TW dc.description.abstract (摘要) The fitness industry is fragmented, with business models ranging from large chains like Planet Fitness to boutique fitness studios. Along with an increasingly competitive environment, the service offerings provided to fitness enthusiasts has increased in both variety and complexity. More recently, technology mediated service offerings like mobile and wearable fitness technology and online fitness classes have become hard to neglect. Like any other industry, the whole fitness industry was forced into an era of uncertainty when COVID-19 hit and the world was put on lockdown. Virtual workouts, streaming, and on-demand fitness existed before the COVID-19 crisis. However, the fitness industry had to react to a sudden and dramatic shift in consumer demand that this crisis presented.This case study focuses on 4 theme-based small fitness gyms in northern Taiwan, each of which has a unique niche key customer group such as female- or child-fitness. By analyzing persona and customer needs, the cases highlight distinctive channels and marketing specifically for the target customers. Word-of-mouth is crucial marketing strategy for these boutique gyms. Providing bespoke professional training and the human-touch was integral to achieve the over-arching goal of building trust and loyalty with the customers. Small gyms rely heavily on social media to gain market exposure, collaborations, and customers. However, due to resource limitations, small gyms tend to seek different kinds of strategic alliances in order to expand their service combination. On the other hand, their revenue stream is often weaker and these boutique gyms have reduced risk control capability.During lockdown, all of the four cases provided online streaming workout sessions, yet only 10% to 30% of students displayed interest in participating in this type of virtual workout. Both gym owner and customers were forced to adapt to online classes; however, there are two main obstacles to embracing this digitalization change. First is the managing barrier: Virtual workout challenges the foundation of brick-and-mortar fitness gyms. It’s difficult for the traditional gym owners to calculate the profit and cost of bringing a class online, the revenue of virtual workout is also on average lower than a face-to-face training session. Thus, both the gym owners and trainers are not motivated to make the change even under the pressure of COVID-19. The second barrier relates to the technology limitations: The facilities and equipment needed for the online streaming class can be overwhelming for trainers and students. Without proper training, not everyone is tech savvy enough to handle the complexity of teaching, learning, working out, and monitoring screens at the same time. All of the gym owners of the case study agreed that virtual workout is not an appropriate and efficient business model for them, and subsequently did not continue their online class offering after the lockdown came to an end.To date only 70% to 80% of the customers have returned to their original gyms after COVID19, the industry is yet to recover from this historic economic slump. However, gym owners have learned a lesson from COVID-19. Responses by gym owners included modified pricing schemes to attract customers with higher disposable income and improving cash flow. Despite a lack of profitability, the online class has helped in generating interest and improved reputation to gyms, collaboration opportunities, and new customers. Therefore, all of the owners during the case interview are positive about the future of fitness industry. The hype of fitness technology will be the value add for the brick-and-mortar fitness gyms instead of the replacement. Gym enthusiasts now enjoy a more integrated online and offline workout experience, with healthy lifestyle options becoming easier to access for customers. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究動機與背景 1第二節 研究目的與問題 3第三節 研究流程與章節簡介 5第二章 文獻探討 8第一節 健身產業概論 8第二節 健身產業之行銷 11第三節 資源基礎理論 19第四節 商業模式 22第五節 線上教學 27第三章 研究設計 31第一節 研究架構 31第二節 研究方法 32第四章 產業介紹 38第ㄧ節 產業趨勢 38第二節 產業競爭狀態 47第三節 使用者需求 53第四節 疫情的影響 56第五章 個案資訊整理與分析 59第一節 個案：GYMEFIT 59第二節 個案：傑克在健身 71第三節 個案：新竹巴西柔術 79第四節 個案：新竹鬥陣俱樂部 87第五節 個案比較 93第六章 結論與建議 100第一節 研究結論 100第二節 建議 103參考文獻 108 zh_TW dc.format.extent 2623744 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363045 en_US dc.subject (關鍵詞) 小型健身工作室 zh_TW dc.subject (關鍵詞) 主題健身房 zh_TW dc.subject (關鍵詞) COVID-19疫情 zh_TW dc.subject (關鍵詞) 線上教學 zh_TW dc.subject (關鍵詞) Fitness studio en_US dc.subject (關鍵詞) Boutique fitness en_US dc.subject (關鍵詞) COVID-19 en_US dc.subject (關鍵詞) Virtual workout en_US dc.title (題名) 健身工作室因應疫情策略之研究 zh_TW dc.title (題名) How Fitness Clubs Cope with COVID-19: The Case of the Small Fitness Gym en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考文獻中文文獻方至民 (2000)。企業競爭優勢。台北:前程企管。王豐家、 鄭志富、羅文蔚 (2016)。女性健身市場行銷策略之探討。中華體育季刊，30(4), 279-286。王瓊霞、黃彥翔(2020)。健身房產業對國民健康的影響及貢獻。 國民體育季刊，49, 4-8。王騰裕 (2015)。以資源基礎理論探討家庭農場發展精緻農業策略之研究 ─ 以枋山地區芒果農戶為例。國立中山大學企業管理學系研究所碩士論文，高雄市。林美玲 (2000)。關係行銷法在運動健身俱樂部的運用。 大專體育，(47), 124-129。林桓正、沈莉青、蔡明達 (2010)。建構健身俱樂部會員忠誠度影響模式- 競爭模式之應用。嘉大體育健康休閒期刊，9(2), 41-50。林晉寬 (1995)。從資源基礎理論探討資源特性與成長策略之關係。國立政治大學博士論文，台北市。丘偉志、畢璐鑾 (2005)。 台灣健身俱樂部之契機與未來。大專體育， (81), 101-108。江盈如 (1999)。大台北地區健康俱樂部顧客滿意度,忠誠度以及滿意構面重視度之研究。未出版碩文， 國立交通大學經營管理研究所，新竹市。李仁芳 (1994)。 企業如何掌握競爭優勢-競爭策略的組織基礎。世界經理文摘，(89), 48-63。邱瓅葳、 陳月娥、牟鍾福 (2017)。 顧客旅程畫布對健身中心服務設計之啟示。中華體育季刊， 31(3), 219-227。汪在莒、劉燕惠 (2000)。健身俱樂部與服務品質之探討。國立臺灣體育學院主辦之「我國運動產業趨勢分析暨運動 管理教育」研討會，臺中。洪聖惠 (2001)。健康休閒俱樂部之商圈經營研究。輔仁大學應用統計研究所碩士論文。新台北。洪順慶 (1995)。 一對一獲取顧客終生價值。工商時報 33版。徐堅白 (2001)。俱樂部的經營管理。臺北:揚智文化事業。徐藍翊 (2005)。健身俱樂部目標行銷之研究-以金牌俱樂部為例。未出版碩士論文, 銘傳大學觀光研究所，台北市。徐嫚謙 (2021)。商業模式畫布運用於技術性研發專案管理之可行性分析。國立臺北科技大學管理學院工業工程與管理EMBA專班碩士論文，台北市。吳思華 (2000)。策略九說。台北:臉譜。吳建宏 (2007)。台灣運動健身俱樂部產業研究。國立屏東教育大學體育學系碩士班碩士論文，屏東縣。姜慧嵐 (2000)。台灣健康體適能俱樂部產業之研究。未出版碩士論文。中國文化大學運動教練研究所，台北市。陳麒文 (2002)。健康休閒俱樂部顧客流失分析模式之研究。輔仁大學體育學系碩士班碩士論文，新北市。陳列全 (2013)。以資源基礎理論探討半導體產業的整合趨勢. 清華大學高階主管經營管理碩士在職專班學位論文，新竹縣。陳俊忠 (2004)。體能檢測納入健康檢查之可行性與成本效果初探。國民體育季刊，142, 7-13。陳姚真、黃惠仙 (2002)。網際合作學習情境中的小組同步互動歷程與學習者分析。教學研究月刊，95, 97-112。張瑞玲 (1995)。商業銀行零售金融關係行銷之研究。國立政治大學企業管理研究所未出版碩士論文，台北市。張嘉軒 (2006)。顧客參與對關係行銷之影響分析。中國文化大學國際貿易學系碩士班碩士論文，台北市。張家豪 (2015)。健身俱樂部會員體驗行銷、關係品質及顧客保留之研究。未出版研究。葉公鼎、劉瑋蘋 (2011)。國民運動中心服務圈探討。國民體育季刊，40(4), 36-40。劉淑燕、賴允荃 (2006)。初探健身運動專業知識與技能應用在基層醫療保健的可行性，中華體育季刊，20(3), 2006。唐吉民 (2011)。 休閒健身產業投資風險因素分析-以臺灣北部健身產業爲例。 輔仁大學體育學刊，10, 311-328。蔡佳燕 (2007)。臺北市北投區市民運動中心顧客知覺價值、關係品質與忠誠度之研究(未出版之碩士論文)。輔仁大學，台北市。蔡亞秀、林宏恩 (2014)。 健康體適能俱樂部顧客滿意度之研究-以 Curves 女性健身中心為例. 嘉大體育健康休閒期刊，13(3), 112-122.莊博鈞 (2020)。以資源基礎理論探討數位化轉型下的人才迭代。國立中山大學人力資源管理研究所碩士論文，高雄市。楊家興 (2006)。線上教學的理論與活動設計。管理與資訊學報，11, 271-308。黃國安、楊家豪 (2006)。 情意注意與反應目標之同步遠距教學機制研製。科學教育學刊 ，14 (2), 189-208。黃格崇、陳呈容 (2013)。發展同步遠距教學之執行策略與應用研究。文化創意產業研究學報，3(4)，167-174.劉美貴 (2020)。新冠疫情與線上教學研究-以美國DC國際文憑學校國中部中文班為研究對象。國立臺灣師範大學華語文教學系海外華語師資數位碩士在職專班碩士論文，台北市。顏春煌 (2015)。數位學習:觀念、方法、實務、設計與實作 (第三版)。台北:碁峰。顏孟賢 (2018)。競爭性中衛體系間的多廠商合作─ 聯盟形成、治理與生命週期。 政治大學企業管理學系博士學位論文，台北市。顏永森 (2021)。遠距教學對大學生學習成效的影響因素之研究。專任教師教學研究能 量精進計畫成果報告。靜宜大學，台中市。韓志宏 (2021)。新冠疫情下國小高年級學生對線上教學學習適應與學習動機之研究。國立中正大學教學專業發展數位學習碩士在職專班碩士論文，嘉義縣。鄒景平 (2000)。全球電子學習市場蓄勢待發。管理雜誌 (312)。賴妍如 (2018)。連鎖健身房依發展里程碑設計行銷策略及其商業模式創新探討- 以臺灣區Curves為例 (未出版碩士論文)。東吳大學，台北市。賴政豪、鍾志強、潘偉華(2005)。運動健身俱樂部體驗行銷與體驗價值關係之研究。大專體育學刊，7(3)，101-114。郭志騰、李世昌 (2006)。健身俱樂部的行銷通路分析。 休閒運動期刊，5, 167-172。羅明屏、鄭志富 (2012)。行銷策略對消費者再購意願之研究─ 以臺北市中正運動中心為例。管理實務與理論研究，6(1), 15-32。蕭富峰 (1998)。內部行銷。台北: 天下文化。樊麗麗 (2008)。健身指導員與健身房經營全攻略。中國北京市:中國經濟出版社。英文文獻Achrol, R. 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