ボウリング場産業のブルー・オーシャン戦略に関する研究

概要

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The purpose of this paper is to explain how the bowling industry was able to attract new customers in the 1960s. The concept of the Blue Ocean strategy which is advocated by Kim and Mauborgne, will be applied as an analytical framework. In the early 1960s, while the pachinko or mahjong industry had the largest share of the leisure market, the bowling industry did not compete against these industries, but tried to attract new customers by creating new values. To develop the Blue Ocean strategy, it is necessary to decide the factors to be eliminated, reduced, raised, and created in comparison with conventional industry standards. The bowling industry had eliminated the gambling spirit of the game, reduced prices improved convenience, raised TV exposure and the value of female athletes, and created a sense of wholesomeness and fashionability. Through these processes, the bowling industry succeeded in tapping the women’s and young people’s market. In these processes, the industry positioned physical exercise as part of the leisure industry. At the same time, the industry created a new value of sports as “entertainment” . It was clear that the bowling industry as a whole had tapped the Blue Ocean but afterward, the inside of the industry became a typical Red Ocean; bowing centers competed using cost leadership strategy or differentiation strategy.