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摘要
在我国人民生活水平日益提高的今天，人们越来越注重健康和精神的需求，健身可
以完成一个人的身体、精神、习惯等方面的提升，因此对于健康生活的美好诉求令健身
这个行业走进了人们的视线中
我国的健身行业是一个朝阳行业，较大的人口基数以及人民生活水平的提高令这个
行业拥有着巨大的发展潜力。近年来，我国健身人数由2011年的449万人在6年间剧
增至1090万人，健身行业的收入也从2011年的137亿元剧增至2016年的285亿元
由此可以看出该行业发展迅猛。连锁健身俱乐部、健身工作室、瑜伽馆、拳馆等等机构
如雨后春笋般遍地开花。但是当深入了解这个行业后，又会发现这个行业存在着一个令
人警醒的现象：企业更替率很高，并且大型俱乐部在市场占有率上与国外有着巨大的差
别。随着国内健身市场的快速发展，健身行业的同质化日益增强，企业竞争压力快速提
高。与此同时，企业内部的经营管理也是出现问题的重灾区。DL健身俱乐部有限公司在
经营管理中出现了诸多问题，并且公司领导层在公司成立8年期间不断尝试新的管理模
式以及运营模式，虽然效果不显，但是企业领导层已经具备了寻求管理创新的意识。因
此，本文以此连锁健身俱乐部为例运用文献资料法、比较分析法了解该行业的背景，通
过专家访谈法得到企业问题案例：信息管理系统效能低下、连锁服务标准化程度低、员
工流失率高、平衡成本与服务质量困难。而后运用逻辑分析法分析出企业出现问题的相
应原因为：信息技术系统拿来主义、连锁品牌建设意识能力薄弱、公司人力制度建设滞
后、成本控制片面性。再用文献资料法以及逻辑分析法找到核心的管理创新理论：将组
织管理类型中注意力管理、客户关系管理、人力资源管理模式结合管理创新并加以运用
提出解决对策。希望通过管理创新可以有效改善俱乐部运营，进而可以给予行业借鉴意
义，解决掉业界目前普遍存在的共性问题。提高企业生存发展的能力，令我国也出现百
年俱乐部企业
关键词：健身行业;管理创新;改进方案
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A Case Study on the Management Innovation of DL Fitness Club
Abstract
Nowadays, with the improvement of people's living standard, more and more people pay
attention to health and mental needs. Fitness can be helpful to person's body, spirit, habits and
other aspects, so more and more people focus on fitness industry for the good health demands.
The fitness industry in China is a sunrise industry. The larger population base and the
improvement of people's living standard make the industry have great potential for
development. In recent years, the number of fitness people in China has increased from 4.49
million (2011) to 10.9 million (2017). And the income of fitness industry has increased from
13.7 billion yuan (2011) to 28.5 billion yuan (2016). With the development of fitness industry,
more and more business models make people have more choices. For example, fitness clubs,
fitness studios, yoga centers, boxing and so on. As a result, it can be seen that the industry is
developing rapidly. But when we pay more attention to this industry, we will find that a big
problem in this industry: the turnover rate of enterprises is very high, and the market share of
large clubs is quite different from foreign countries. With the rapid development of the
domestic fitness market, the homogenization of the fitness industry is increasing, and the
competitive pressure of the enterprises is increasing rapidly. At the same time, the internal
management of enterprises is a serious disaster area too. There are many problems in the
management of DL Fitness Club company, and the leaders of the company founded new
management model and operation model in 8 years, although the effect is not significant, but
the business leaders have realized that the company need change. Therefore, we decide to make
this company as an example to solve some management problems, by using the method of
literature, expert interview case through the enterprise information management system, low
efficiency of service chain low degree of standardization, the high turnover rate of employees,
balance the cost and quality of service is difficult. At last, the logical analysis method is used to
analyze the corresponding reasons for the enterprises' problems. For example: the information
technology system takes the initiative, the chain brand construction consciousness is weak, the
company's manpower system construction is lagged behind, and the cost control is one-sided.
The core management innovation theory is found by literature review and logical analysis. It
puts forward solutions to organize management types, including attention management,
customer relationship management, human resource management mode, management
innovation and application. We hope that management innovation can effectively improve club
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operation, and then give the industry a sense to solve the common problems existing in the
industry, which can improve the ability of enterprises to survive and develop.
Key words: Fitness Industry; Management Innovation; Improvement Scheme
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目录
摘要 . I
Abstract . II
1绪论 .. 1
1.1研究背景及意义 ....... 1
1.1.1理论发展背景 .......... 1
1.1.2理论意义和实践意义 .......... 2
1.2研究的思路及方法 ... 2
2案例正文 ...... 5
2.1行业背景 ....... 5
2.2公司情况简介 ........... 9
2.3DL健身俱乐部凸显的管理问题 ... 11
2.3.1信息化管理系统功能效率低下 .... 11
2.3.2连锁服务标准化程度低 .... 12
2.3.3员工流失率高 ........ 13
2.3.4平衡成本与服务质量困难13
3案例分析 .... 15
3.1理论依据 ..... 15
3.1.1组织管理理论概述15
3.1.2管理创新理论概述16
3.2DL健身俱乐部管理问题原因分析 ........... 17
3.2.1信息技术系统拿来主义 .... 17
3.2.2连锁品牌建设意识能力薄弱 ........ 19
3.2.3公司人力制度建设滞后 .... 20
3.2.4成本控制片面性 .... 21
4DL健身俱乐部管理创新解决对策及建议 .......... 23
4.1客户关系管理模式创新 ..... 23
4.1.1基于数据挖掘的信息技术系统重塑 ........ 23
4.1.2获得竞争优势的信息技术系统动态建设23
4.2注意力管理模式创新 ......... 25
4.2.1连锁品牌管理创新25
4.2.2产品及服务标准化建设 .... 25。