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论文编号：	10960
作者编号：	2120172894
上传时间：	2019/6/14 10:49:32
中文题目：	传统商业健身俱乐部商业模式创新研究——以PH健身俱乐部为例
英文题目：	Research on Business Model Innovation of Traditional Commercial Fitness Club ——Taking PH fitness club as an example
指导老师：	崔连广
中文关键字：	商业模式;竞争优势;战略创新
英文关键字：	Business model; Competitive advantage; Strategic innovation
中文摘要：	我国经济的增长、城市化的高速发展与人们对健康与高品质生活的追求不断升级，成就了健身产业这一庞大市场。随着人民物质精神生活水平的提高，消费者对健康健美的追求日益强烈，其在健身方向的支出占收入的比例逐年上升。在多变的竞争环境的背景下，体育健身行业涌现了大批新型健身模式的企业，并在此态势下维持高速成长。传统体育健身行业产业几乎无可幸免地受到竞争影响而出现成长疲态。为了维持顾客基础，传统商业健身俱乐部除了强调其经典且深厚的品牌价值外,也需要在商业模式上增加弹性，做出适应性的战略调整。新型健身模式带来的创新商业模式，创造了更多的市场竞争优势，也为传统商业健身带来了经营变革上的灵感。因此，传统商业健身的经营，需要从战略角度出发，思考如何进行商业模式创新，使企业在激烈的竞争中展示独特的价值。如何构建其创新商业模式，成为一个值得探讨的课题。本文以传统商业健身俱乐部和新型健身模式的竞争格局分析，来探索体育健身产业在商业模式上的竞争特点，并为商业健身俱乐部在未来保持持续发展提出经营和战略层面上的建议，具有理论与实务上的意义。 研究运用了PEST分析法、SWOT分析法，结合商业画布这一工具，对商业模式和价值链进行分析，发现其企业发展中能够开展创新的机会，探索传统商业健身的商业模式创新。 本文在第三章中对健身行业的竞争格局进行了分析。未来健身行业发展趋势将由纯线下转向线上、线下相结合的方向，伴随着小型化健身工作室的大批涌现，传统商业健身房的发展过程中形成了多元并存的竞争格局。其次将不同的健身方式按照高端、中端、大众的消费水平和个性化、标准化的特点进行分类，分析出本文研究的传统商业健身俱乐部是标准化的高端消费的典型代表，以此对传统商业健身俱乐部进行定位，作为后文传统商业健身商业模式创新的基础。 本文在第四章，关于传统商业健身俱乐部的竞争战略与商业模式创新进行了研究。利用SWOT分析传统商业健身的竞争战略可以得知，传统商业健身的参与成本高，为顾客提供的价值体现在其大而全的服务涵盖范围。在其标准化的高端消费的定位下，应该以差异化战略为主，增强服务的全面性和独特性。随后通过商业画布，从九大细分角度对比新型健身模式和传统商业健身特点，寻找创新机会。对以上存在的机会进行总结，传统商业健身的商业模式创新，可以从收入模式、价值活动、价值曲线和基于客户关系的方向进行。 本文在第五章以传统商业健身俱乐部的典型代表——PH健身为例，进行了案例分析。首先分析PH健身的经营特点和商业模式：PH健身同样具有传统商业健身的特点，以线下经营为主，是标准化的高端消费的典型代表，其优势在于项目的全面和服务的易获得性，新型健身模式的小型化、专项化的趋势难以满足消费者对运动环境、体验舒适度和社交交流方面的需要，而PH健身能够将发展重点集中在这部分需求的消费人群身上，从而获得竞争优势。其次将PH健身当前发展面临的问题分为四大类：客户群体发展问题、顾客消费持续性问题、课程水平和人才持有水平问题、服务和成本控制问题。接下来根据商业画布框架，分析出各类问题在不同细分角度存在的创新机会，最后从从收入模式、价值活动、价值曲线和基于客户关系的角度，为PH健身的商业模式创新提供了建议。一是在收入模式方面，开发更多新的盈利点；二是创造PH健身特有的价值活动，通过运动项目和课程的重新规划，培养健身参与者的自律性，创造并满足其持续运动的消费需求；三是利用PH健身的线下优势，打造传统商业健身特有的价值曲线，在新型健身方式难以满足的客户需求上投入成本，做到与新型健身方式优势互补；四是在客户关系方面强调线下社交功能，培养消费者主动参与的意愿。 由于行业内各企业的具体发展战略不尽相同，传统商业健身俱乐部在实际经营中的商业模式创新，要根据自身发展情况明确定位，剖析机会，结合互补。新型模式的小型健身房更便捷，满足专业性的客户需求，但传统健身房的服务更全面，满足更多样化的会员需求。二者处于一种竞争的关系，但也可以形成合作关系。在未来，线上与线下健身方式相结合、小型精品健身房与大型连锁健身房互补，将是必然的趋势。对线下健身房的需求和供给都在不断增加，行业正面临结构型的调整，能够从过去低毛利陷阱中跳出来的必定是那些定价模式合理、定位清晰、且能够持续提供优质服务的健身场馆，来打造其独特的核心竞争力。 综上所述，本文对传统商业健身房的内、外部环境进行分析，呈现了目前传统商业健身模式所在的竞争环境，以此解释新型健身模式的出现原因和基础。其次，描述传统商业健身房现有的商业模式，剖析其经营的优势所在和痛点。最后，深入分析和对比传统商业健身与新型健身模式的商业模式、战略形成以及其独具的竞争优势，以归纳出传统商业健身与新型健身的商业模式及其战略创新与竞争优势的关联。同时，展示现有健身行业竞争格局，通过对现今多元并存的格局的分析，找出传统商业健身经营的核心战略发展方向，并对体育健身行业价值链的重塑提出建议，使不同层面的经营者和创业者更加系统地认识产业格局，利于其对经营战略进行完善和创新。
英文摘要：	The rapid growth of China's economy, the rapid development of urbanization and the continuous pursuit of people's pursuit of health and high-quality life have made the huge market of the fitness industry. With the improvement of people's material and spiritual living standards, consumers' pursuit of health and fitness is increasingly strong, and their proportion of expenditure in fitness direction to income has increased year by year. In the context of a changing competitive environment, the sports and fitness industry has emerged a large number of new fitness model companies, and in this situation to maintain rapid growth. The traditional sports and fitness industry is almost unfortunately affected by competition and grows tired. In order to maintain the customer base, in addition to emphasizing its classic and deep brand value, traditional commercial fitness clubs also need to increase flexibility in business models and make adaptive strategic adjustments. The innovative business model brought by the new fitness model has created more market competitive advantages, and also brought inspiration for business transformation for traditional commercial fitness. Therefore, the traditional business and fitness business needs to think from a strategic point of view, how to carry out business model innovation, so that enterprises can show unique value in the fierce competition. How to build its innovative business model has become a topic worth exploring. Based on the analysis of the competitive pattern of traditional commercial fitness clubs and new fitness models, this paper explores the competitive characteristics of the sports fitness industry in the business model, and proposes operational and strategic aspects for the sustainable development of commercial fitness clubs in the future. The meaning of practice. The research uses PEST analysis method, SWOT analysis method, combined with commercial canvas as a tool to analyze business models and value chains, and finds that it can develop innovative opportunities in enterprise development and explore the business model innovation of traditional commercial fitness. In the third chapter, the paper analyzes the competitive landscape of the fitness industry. In the future, the development trend of the fitness industry will shift from pure line to online and offline. With the emergence of small-scale fitness studios, the development of traditional commercial gyms has formed a multi-faceted competition pattern. Secondly, different fitness methods are classified according to the consumption level of high-end, mid-end and public, and the characteristics of individualization and standardization. The traditional commercial fitness clubs studied in this paper are typical representatives of standardized high-end consumption, which is used for traditional commercial fitness. The club is positioned as the basis for the innovation of the traditional commercial fitness business model. In the fourth chapter, this paper studies the competition strategy and business model innovation of traditional commercial fitness clubs. Using SWOT to analyze the competitive strategy of traditional commercial fitness, we can learn that the traditional commercial fitness participation cost is high, and the value provided to customers is reflected in its large and comprehensive service coverage. Under the standardization of high-end consumption, we should focus on the differentiation strategy and enhance the comprehensiveness and uniqueness of the service. Then through the commercial canvas, from the perspective of nine subdivisions to compare the new fitness model and traditional business fitness characteristics, looking for innovative opportunities. Summarizing the above opportunities, the business model innovation of traditional commercial fitness can be carried out from the income model, value activities, value curves and customer-based relationships. In the fifth chapter, the typical example of the traditional commercial fitness club, PH fitness, is used as an example to analyze the case. Firstly, it analyzes the business characteristics and business model of PH fitness: PH fitness also has the characteristics of traditional commercial fitness, mainly based on offline operation, and is a typical representative of standardized high-end consumption. Its advantages are the comprehensiveness of the project and the easy accessibility of services. The trend of miniaturization and specialization of the new fitness model is difficult to meet the needs of consumers in the sports environment, experience comfort and social communication, and PH Fitness can focus its development on this part of the consumer population to gain competitive advantage. Secondly, the problems facing the current development of PH fitness are divided into four categories: customer group development issues, customer consumption sustainability issues, curriculum level and talent holding level issues, service and cost control issues. Then, according to the commercial canvas framework, it analyzes the innovation opportunities of various problems in different subdivisions. Finally, it provides suggestions for PH fitness's business model innovation from the perspectives of income model, value activity, value curve and customer relationship. The first is to develop more new profit points in terms of income model; the second is to create value activities unique to PH fitness, to cultivate the self-discipline of fitness participants through sports programs and curriculum re-planning, to create and meet the consumption of their continuous sports. The third is to use the offline advantage of PH fitness to create a unique value curve for traditional commercial fitness, to invest in the cost of customers who are difficult to meet the new fitness methods, to complement the advantages of the new fitness method; Fourth, to emphasize in customer relations Offline social functions, fostering the willingness of consumers to participate actively. Since the specific development strategies of various enterprises in the industry are not the same, the business model innovation of traditional commercial fitness clubs in actual operation should be clearly positioned according to their own development, analyze opportunities, and complement each other. The new model of the small gym is more convenient and meets the needs of professional customers, but the traditional gym service is more comprehensive and meets the needs of more diverse members. The two are in a competitive relationship, but they can also form a cooperative relationship. In the future, the combination of online and offline fitness methods, small boutique gyms and large chain gyms will be an inevitable trend. The demand and supply of offline gyms are constantly increasing, and the industry is facing structural adjustments. Those that can jump out of the low-margin traps in the past must be those that have reasonable pricing models, clear positioning, and continuous quality service. To create its unique core competitiveness. In summary, this paper analyzes the internal and external environment of the traditional commercial gym, and presents the competitive environment in which the traditional commercial fitness model is located, in order to explain the reasons and foundation of the new fitness model. Secondly, it describes the existing business model of the traditional commercial gym, and analyzes the advantages and pain points of its business. Finally, in-depth analysis and comparison of the traditional business fitness and new fitness model business model, strategy formation and its unique competitive advantages, to sum up the traditional business fitness and new fitness business model and its strategic innovation and competitive advantage. At the same time, it will display the existing competitive pattern of the fitness industry. Through the analysis of the current multi-dimensional coexistence pattern, we will find out the core strategic development direction of traditional commercial fitness management, and make suggestions for the reshaping of the sports fitness industry value chain to enable different levels of management. The entrepreneurs and entrepreneurs understand the industrial structure more systematically, which is conducive to the improvement and innovation of their business strategies.
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