臺灣運動經紀的商業模式－以中華職業棒球大聯盟為例

The Business Model of Sport Agency in Taiwan-Taking the Chinese Professional Baseball League as an Example

10.6162/SRR.202209_(162).0001

陳安琪(An-Chi Chen)；郭品辰(Pin-Chen Kuo)；張少熙(Shao-Hsi Chang)

半結構式深度訪談法 ； 主題分析 ； 價值主張 ； 收益流 ； 職能檢定 ； semi-structured ； in-depth interview ； thematic analysis ； value proposition ； revenue stream ； competency test

大專體育

162期（2022 / 09 / 30）

1 - 15

繁體中文;英文

臺灣職業棒球選手簽約金屢創新高，伴隨商機而來的勞資爭議，也為球員帶來風險。而運動經紀人扮演輔助運動員評估職涯發展、處理相關事務的支持者。如何在逐漸興起的產業生存，並在有限的職業市場持續獲利，是臺灣棒球運動經紀業者的重要課題。商業模式可以幫助企業或組織創造收益，亦適用於新興產業找出不同於競爭者的創新定位。因此，本研究目的為瞭解臺灣棒球運動經紀的商業模式，提供業者發展之建議。以半結構式深度訪談法，運用商業模式建構訪談大綱，訪問6名旗下有棒球選手之經紀人，並採用主題分析進行分析。研究結果顯示：臺灣棒球運動經紀的價值主張，以生涯規劃與扮演溝通橋樑最為重要；透過通路中的教練、學校球團人員和球員接觸目標客群，與球員維持像朋友或家人的關係；關鍵資源為人脈和知識，關鍵活動為關心球員和洽談合約，關鍵夥伴會與其共同協助球員；收益流來源為透過簽約金、廣告、球員活動出席等方式賺取佣金。本研究結論包含：1.臺灣棒球運動經紀人須開發多元收益以維持生存；2.運動經紀人須熟悉稅務知識以達到稅務分攤之效果；3.透過發展完善的職能檢定，亦可促進運動經紀人提供更優質的服務。

As Taiwan's professional baseball players' contracts hit record highs, the labor disputes that accompany business opportunities also bring risks to players. Sports agents play a role in supporting athletes, helping them handle career planning and off-field matters. Surviving and growing within the limited market for professional sports in Taiwan is the central issue facing Taiwan's baseball agents. A business model can help an enterprise or organization create revenue, and also help emerging industries identify their distinctive and innovative position with respect to competitors. Therefore, the purpose of this study is to understand the business model for Taiwan's baseball agents and provide suggestions for the development of the industry. Using an interview outline based on the business model canvas, this study conducted semi-structured, in-depth interviews with six sports agents who had contracts with baseball players, and employed thematic analysis to examine the data. Results indicate that: career planning and bridge-building through communication constitute the industry's primary value propositions; agents contact the players who are target clients through coaches, school team personnel, and other players, then maintain a warm interpersonal relationship with their clients; key resources are contacts, networking, and domain expertise; key activities are caring for players and negotiating contracts; key partners assist players with them; and the source of revenue streams is commissions earned through signing bonuses, advertisements, and attendance at player events. This article concludes that: (1) Taiwan's baseball agents must develop multiple incomes to survive; (2) agents must be familiar with tax laws to reap the benefits of tax allocation; and (3) development of a comprehensive competency test can help the industry provide better services.

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