Research On The Management Status And Development Countermeasures Of Commercial Badminton Club In Suzhou City

As the first batch of 35 sports industry contact points in China,Suzhou City,as the National Development and Reform Commission and the State Sports General Administration,can actively adapt to the new situation of China's economic and social development,and optimize the sports industry structure while meeting the diverse sports needs of the people.Attract social capital to jointly develop the sports industry.The "13th Five-Year Plan for Sports Development in Suzhou" pointed out:"The proportion of people who regularly participate in physical exercise in Suzhou is 35%,and the qualification rate of citizens is 92.1%." It can be seen that paying attention to physical health and experiencing the fun brought by sports has become the two basic elements that constitute the lifestyle of Suzhou people in the new era.As an important carrier to implement the“National Fitness" and " Healthy China 2030" program,the commercial badminton club not only meets the needs of people's physical fitness,but also becomes a new " growth point" for Suzhou's economic development.Based on this,in order to accelerate the development of the commercial badminton club in Suzhou,the goal of the 13th Five-Year Plan for the development of sports in Suzhou was completed.This paper takes the representative management and development strategies of 12 representative commercial badminton clubs in Suzhou as the research object,and uses the literature method,questionnaire survey method,field survey method and mathematical statistics method to study the commercial badminton club in Suzhou.In-depth analysis of the current situation of business management,on the basis of grasping the status quo of club development,identify problems and dilemmas in development,and propose measures to improve the management of commercial badminton clubs in Suzhou.?.Research conclusions1.The basic conditions of commercial badminton clubs in Suzhou:First,all over the industrial park,Wuzhong District,Gusu District,Xiangcheng District and High-tech Zone,with the development of "a little Haitian" and "feathers different",The form of ownership is mainly private and shareholding system,and there are also clubs with the nature of state-owned assets,but the proportion is low.Third,the organizational structure of commercial badminton clubs in Suzhou is mainly based on the linear functional organization structure.The structure of the division of labor is fine,and the responsibilities of each department are clear,helping the club to get back on track as soon as possible.2.Business status of commercial badminton clubs in Suzhou:Target consumer groups are concentrated in direct consumers,providing technical and tactical training,sports products and membership activities;Suzhou commercial badminton club marketing strategy is more traditional,based on "4p The marketing mix sells the products offered by the club;the club's profitability is based on training costs,accounting for 62%of the club's total revenue,followed by sports product sales,which account for 19%of the club's total revenue.3.Management status of commercial badminton clubs in Suzhou City:Club coaches are mainly male,whose status is mainly college students,mostly part-time,76%of club coaches are undergraduate and undergraduate,and the coaching years are 1-The proportion of 4 years is 78%.The incentive mechanism of coaches is divided into two modes:full attendance and enrollment.The financial activities of the club are mainly caused by business activities.The venue often becomes the bottleneck of club development.The 12 surveyed have not established information resources.system.4.Problems in the management of commercial badminton clubs in Suzhou City:the development of sports market is lagging behind,the club's profit mode is single;lack of"heterogeneous" resources,vicious competition between clubs;coach training mechanism is not perfect,and mobility is large.The lack of openness of the site resources;the understanding of the "quality of service" by the head of the club is only on the surface.II.Development countermeasures1.In view of the problems existing in the management of commercial badminton clubs in Suzhou,the following development countermeasures are proposed:1.Combine the Internet to optimize club product marketing strategies and broaden club funding sources.2.Break the traditional club management style,deep integration with the "Internet",improve the club's operating efficiency and visibility,and establish a brand effect.3.Establish a sound coaching mechanism to build a professional team.Cooperate with primary and secondary schools or universities with badminton venues to expand the business scope of the club.4.It is necessary not only to strengthen the training of club staffs personal business capabilities,but also to set clear requirements for service quality.5.Guided by the development trend of China's sports industry,the club's recent planning and long-term goals will be set up in the sports market environment of Suzhou City,and the "flat" management of the club's organizational structure will be realized as soon as possible.