本案例由江南大学商学院的刘燕教授团队撰写，江南大学商学院案例中心研究院任瑜全文改编，江南大学商学院案例中心研究员盛诗慧为责任编辑，作者拥有著作权中的署名权、修改权、改编权。
摘要：随着2008年北京奥运会的成功举办，我国体育产业蓬勃发展，全国各地各类体育场馆数量逐年增加，但是这些为举办大型体育赛事而兴建的场馆，其赛后的运营状况却令人堪忧，长此以往，有些场馆甚至已成为地方政府的负担。而在无锡总建筑面积达26万平方米的国有体育场馆同样陷入到如此困局，当时只能勉强维持收支平衡。造成这样的情景主要源于两方面，一方面是场馆的运维费用与公司的人力成本逐年上升，另一方面是场馆可供挖掘的剩余价值有限，公司目前仅能维持基本的收支平衡、营收很难有显著突破。针对以上情况，时任无锡市博威体育产业投资有限公司总经理的王旬春带领场馆开始了大刀阔斧的改革之路，将运营管理手段从“养事又养人”向“养事不养人”转变，让福利坚定不移地向核心人才和关键岗位倾斜，激发员工干劲。同时设计构建数字化场馆，用BCO的创新机制取得了经济效益的同时，也保证了社会效益，增强了客户黏性，提高了客户满意度。面对传统大型体育场馆的运营难题，无锡市的体育场馆用自己的实践和探索，交出了一张漂亮的成绩单。
关键词：体育产业；BCO模式；运营变革；输出服务；数字场馆
Wuxi Bowei Sports Industry Investment Co., Ltd.: the digital transformation of state-owned sports venues
Abstract: with the successful hosting of the 2008 Olympic Games in Beijing, the sports industry of our country grows vigorously, all kinds of sports venues across the country the number increased year by year, but the construction of venues for holding large sports events, its operation situation is worrying, in the long term, even some venues have become the burden of local governments. A state-owned stadium in Wuxi, with a total floor area of 260,000 square meters, was in the same predicament, struggling to make ends meet. This situation is mainly caused by two aspects: on the one hand, the operation and maintenance cost of the venues and the company's labor cost are increasing year by year; on the other hand, the residual value of the venues is limited, and the company can only maintain the basic balance of income and expenditure at present, and it is difficult to make a significant breakthrough in revenue. In view of the above situation, bo, general manager of the sports industry investment co., LTD in wuxi city, then the king of the ten-day spring led venues began sweeping the road of reform, operation management from "keep things again or" to "keep things or not", let the welfare unswervingly to core talented person and key positions and tilt, stimulate employee motivation. At the same time, the design and construction of digital venues, using BCO innovation mechanism to achieve economic benefits, but also to ensure social benefits, enhance customer stickiness, improve customer satisfaction. Facing the difficulties in the operation of traditional large sports venues, the sports venues in Wuxi City have made a beautiful report card with their own practice and exploration.
Key words: sports industry; BCO model; Operational change; Output services; Digital venues
