elham moshkelgosha; Rasool Nazari
Abstract
The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical ...
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The method of the present research was descriptive-analytical in terms of applied results and was a case study that was done by survey method. The statistical population of the study included the managers and experts of Isfahan Sports Club. Due to the uncertainty of the number of people, the statistical sample ceiling was considered equal to 384 people. The measuring instrument was Aghazade Blue Ocean Strategy Questionnaire (2014). The validity of the questionnaire was confirmed by experts, reliability (0.93) was calculated through Cronbach's alpha method. Statistical methods of second-order confirmatory factor analysis and Friedman were performed as statistical tests using SPSS software version 22 and Amos. Based on the results of the model of explaining the indicators of action in the blue ocean strategy in Isfahan sports clubs is in good condition. The results showed that the physical evidence with the average (4.16) was the highest and then the quality of communication (3.86), comfort and well-being (3.76), Internet services (3.65), service quality (59 / 3), brand (3.44), price (3.13) and finally creativity (2.79) had the lowest score. Sports club managers are advised to use a kind of agile organizational structure to change the main strategies to use the four blue ocean strategies, including strategies of increasing, decreasing, eliminating and creating for the clubs.
