Development Strategy Management Model for Tennis Club in Guangzhou City, the People’s Republic of China

Zexin Lin; Pattarapon  Maharkan

doi:10.60027/ijsasr.2024.4825

Authors

Zexin Lin Faculty of Sports Science and Technology, Bangkokthonburi University, Thailand https://orcid.org/0009-0004-6005-637X
Pattarapon Maharkan Faculty of Sports Science and Technology, Bangkokthonburi University, Thailand https://orcid.org/0009-0003-5761-7036

DOI:

https://doi.org/10.60027/ijsasr.2024.4825

Keywords:

Tennis Club; , Development Strategic Management Mode; , Guangzhou City

Abstract

Background and Aim: More tennis players in Guangzhou offer a larger platform for the sport's growth. The Guangzhou Tennis Club has grown quickly in the last few years. However, as the tennis club has grown, several issues have emerged, including management, staffing, and club operations.

Materials and Methods: This study used a questionnaire to look into 286 club members, 143 club coaches, and 53 club administrators from 50 tennis clubs in Guangzhou. The data is analyzed using the descriptive statistics method, and the resultant conclusion serves as a foundation for guidance for the Guangzhou Tennis Club's strategic management model. The instrument; (1) Survey data questionnaire for research purposes. (2) Evaluation form for focus groups. (3) Expert interview guide. (4) Questionnaire for expert assessment. Analyzing Data: (1) The average and percentage must be used in the questionnaire. (2) Content analysis will be used to analyze the data from focus groups and interviews.

Results: (1) Able to fully mobilize resources to support development; good at forging cooperative relationships with pertinent institutions. (2) There are organizations to support the growth of the tennis club, and the staff management structure is well-defined. (3) There are standards and design requirements for both members and staff to meet to enter the club. Issues and challenges: (1) Absence of strategies to encourage tennis club growth in conjunction with pertinent institutional or national policies. (2) Professional staff is absent from tennis club management and instruction, and the clubs' development trajectory is unidirectional. (3) Absence of a system for tracking tennis club performance and lack of authority over the maximum number of members. And (4) abusing the tennis club welfare allowance, pressuring staff members.

Conclusion: (1) Guangzhou Tennis Club should be taken into consideration when creating the phased development plan, and national and government policies should be used to promote development. The organizing section's management development strategy can be summed up as follows: using the organization's current resources to support the club's quick development. The leading development strategy should be summed up in the leadership section as follows: suitable systems should be developed to standardize each employee's daily work and have requirements for employees. The following succinctly describes the controlling development strategy in the control section: planning employee development and effectively ensuring employee welfare, as well as collaboratively advancing the growth of Guangzhou Tennis Club. (2) Fifteen experts have given the Guangzhou Tennis Club's development strategy management mode, which was created for this study, high marks. The Guangzhou Tennis Club's development strategic management mode received an average score of 4.65 from 15 participants, indicating that the experts are satisfied with the mode's practical application and overall impact.

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