Research On The Status Quo And Countermeasures Of The Operation Of Private Badminton Courts In Chengdu

With the development of national fitness in China entering a new era,private venues gradually become the main support and supplement for public to participate in exercise.In recent three or five years,the national fitness and healthy strategy in Chengdu has entered a period of rapid development.Private badminton venues of various sizes have increased.The construction of private badminton venues in Chengdu accelerated,the number continues to grow,but the scale is generally small,the management is not standardized,the business philosophy lags behind,the marketing means are relatively simple,it has seriously restricted the sustainable development.This study used the literature,expert interview,questionnaire and mathematical statistics,from a multidimensional perspective,investigate and analyze the current situation of the management of private badminton venues in Chengdu from multidimensional perspective,discussed the main problems in the operation of private badminton venues in depth.This paper is divided into four levels,including eight chapters.The first level(chapter 1)is the research background,purpose,significance,literature review,research objects and methods.The second level(chapter 2,3,4 and 5)is the research on the current situation of private badminton venues in Chengdu.Through the analysis on the distribution,scale,management and operation of venues,it is found that the private badminton venues in Chengdu are inadequate in operation and management.The third level(chapter 6)proposes solutions to the deficiencies in the operation and management of private badminton courts in Chengdu.The fourth level(chapter 7)is the conclusion and prospect of the study.It summarizes the current situation and operation countermeasures of private badminton venues in Chengdu and draws a conclusion.Through the research,the following basic conclusions are obtained:1.The private badminton stadium is the main body of the badminton stadium in Chengdu,the number of private badminton venues in different administrative districts is quite different,the venues are mainly distributed between the 2~3 ring roads and outside the 3 Ring Road,the establishment time is less than 6 years,the scale of investment is less than 500 thousand,small and medium sized venues are the main ones.2.The management of private badminton venues in Chengdu is in the initial situation.The survey venues adopt a relatively simple U structure,the construction of the system is better,and has been well implemented in operation,the number of managers is small,more than 5 people,loss of existence;Coaches are mainly middle-aged and young people,professionalization is high,all coaches have qualification certificates.3.The management of the venues mainly includes four aspects: venue leasing,badminton teaching and training,theme events and intangible assets management,the former two are the main ones.The playing time is highly concentrated,but the site utilization rate is low,venues adopt differentiated pricing strategies.Managers do not pay enough attention to publicity work,more than half of the venues are only occasionally promoted,there are many propaganda methods used in the propaganda hall.Venues operating expenses are mainly venue rental costs and maintenance costs,poor operating efficiency.There are fewer profitable ones,most golf clubs can only keep their balance.4.At this stage,the problems in the operation of private badminton venues,it is mainly concentrated on five aspects.That is,the content of the operation is not rich enough,the site utilization rate is low,the daily operation cost is high,the organizational structure is not perfect enough,the loss of managers and so on.5.To promote the sustainable development of private badminton venues in Chengdu,we should further enrich our business contents,strengthen the development of sports events and intangible assets,improve site utilization.For badminton in the morning,we will cooperate with schools to develop badminton teaching,improve the financial system and reduce the operation level,improve the organizational structure,improve the salary and welfare protection for managers,retain talents with better performance appraisal system.