Publication:

職業運動球團門票銷售機制之研究-以中華職棒大聯盟所屬球團為例

本本研究旨在探討職業運動球團門票銷售通路機制，球團門票採行之通路策略以及分析球團門票通路考量之因素，研究工具為自編之訪談問卷，訪談問卷經由三位專家進行內容效度檢核，訪談對象包括目前中華職棒大聯盟六支球團的票務相關負責人員。研究結果發現：

一、球團門票銷售通路主要有三種，分別為：(一)現場售票(二)網路售票；(三)預售端點預售票。

二、通路服務之特色與限制，分別為：

(一)現場售票的特色為感受到比賽前的氣氛，但是有三種限制：(1)遇熱門場次，往往大排長龍，一票難求，要忍受排隊之苦；(2)無法在售票現場得知售票狀況； (3)無法買到自己想要的位置；(4)球場售票口設備不足，無法與預售系統整體連結。(二) 網路售票的特色為節省成本與時間，開賽前就能進場，亦可買到理想位置。有三種限制：(1)售票通路系統無法統一，造成消費者購票上不便；(2)退票方式不理想；(3)無法杜絕黃牛預購門票。(三)預售端點預售票的特色：(1)方便居住於都會區的消費者。2.限制：(1)普及性不夠，配合的廠商並不是專業的經銷商； (2)沒有劃位的機制；(3)無法與聯盟之總票房主機連線。三、建立售票機制所需資源：(一)資源分為現場人力及軟、硬體部分；(1)現場人力需求會依據對戰組合的不同做調整，現場售票窗口票務及帶位員都有三至五個不等，負責電腦劃位作業及負責帶位；(2)電腦軟體：由委託之網路售票公司提供及設計售票程式系統，作為一個代收平台；(3)硬體：所需的設備如電腦、印表機及網路線由職棒各球團提供與委託之網路售票公司做為連線之用。

最後根據結論提出給予球團及聯盟之建議：(一)銷售通路多元化；(二)建立一個普及的售票通路系統；(三) 銷售通路策略；(四)促銷策略；(五)建議未來研究者可朝不同銷售通路的市場比例、不同通路的價格與銷售策略等方面之相關研究。

The study of this study were to investigate the ticketing distribution system of professional baseball teams in Taiwan. The qualitative interviewing method was selected to collect the data. The interview guidelines were developed based upon reviewing relevant literature. Three sports management experts were invited to review the proposed interviewing guidelines for ensuring validity while regulations were used through examining relevant documents provided by six clubs.

As a result, several conclusions were made as follow:

First, three main ticket distribution methods were used；on-site ticket ,internet, ticket outlet. On-site ticket sales intensified the feeling of game-day atmosphere.

Second, several limitations were found in this method, including a queue formed often when games were popular. Consumers did not have information about the leftover of ticket sales. There was no reserved seating. Ticket office did not have sufficient equipment.

Third, Internet sales offered two major benefits, including time saving and seats-reserving .However, non-standardized system caused confusion. It was difficult to deter ticket scalping. The ticket outlet created a function of convenience in metropolitans. However, this system was not widespread enough, without reserving seating. Lack of connection to ticketing system could be a issue.

Hence, it established the necessary resources of ticket-selling. As for building the ticketing distribution system, three main resources were imperative: on-site manpower, computer software and hardware.

The numbers of on-site ticketing stuff manpower were adjusted to the various situations. And then, three to five clerks in the ticket office and three to five ushers responsible for keying in the seats on the computer and guiding the spectators to their seats. The specialized ticketing company provided the software of ticket-selling program as a substitution platform. The essential equipments including computers, printers and Internet cords were provided by the professional baseball clubs. This company also had an access to the ticketing department for all serving clubs. The equipment could connect to the Internet ticket-selling company.

Finally, according to the conclusion, five suggestions were made: (a) multiple ticketing distribution system; (b) establishing a widespread ticketing distribution system; (c) the strategies of ticketing distribution; (d) the promotion strategies; (e) doing relevant research on the marketing proportion and prices of different ticketing distribution, and promotion strategies.