The Development of the Sustainable Management Model and Its Implementation on the Operation of Amateur Table Tennis Clubs in Guangzhou
Abstract
Background and Aim: This study explores the development and implementation of the ‘GROW-SWOT’ model combined with the 4M Management Theory and McKinsey 7S Model based on the current operational challenges faced by amateur table tennis clubs in Guangzhou. The aim is to establish a new model and assess the feasibility of the model for the operation of amateur table tennis clubs in Guangzhou by analyzing the current situation.
Materials and Methods: This study adopts the R&D methodology, and the study population is managers, coaches, and consumers of amateur table tennis clubs in Guangzhou. Questionnaires were distributed to 377 consumers of all ages participating in amateur table tennis clubs in Guangzhou City, and interviews were conducted with 15 club managers, 10 coaches, and 5 consumers, which were combined with SWOT analysis, questionnaire data analysis, and content analysis of the interviews to find out the key factors affecting the club's operation.
Results: The study's results show that the newly established CPECDS model identifies six key factors: Consumer needs, Policy utilization, Economic environment, Competition organization, Digital technology, and Structure of organization. Invite 9 experts in related fields to conduct connoisseurship and interview 15 stakeholders (5 managers, 5 coaches, and 5 consumers) to evaluate the feasibility of the CPECDS Model and the importance of its factors, to help clubs achieve sustainable development in a competitive market.
Conclusion: The feasibility of the CPECDS model and the importance of its factors were evaluated and determined by inviting 9 experts in the relevant fields for forensics and interviewing 15 stakeholders (5 managers, 5 coaches, and 5 consumers), which can help clubs to achieve sustainable development in a highly competitive market.
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