소규모 지방자치단체의 스포츠산업 활성화 전략 : 강진군과 남해군의 사례를 중심으로

Abstract

The subjects of this study were Gangjin county and Namhae county that they were evaluated as successful cities in switchover to sport industry city. The purpose of this study was to suggest successful sports industry revitalization strategy in small city by analyzing sports marketing cases about two cities. I analyzed a general situation of sports industry and used SWOT to find out the development possibility of cities and tried to find a solution to revitalize sports industry. The result of this study were as follows; First, the budget related to sports industry of Gangjin county and Namhae county have increased steadily, and sports facilities for sports event and winter training inducement rapidly have increased. And, they have attracted sports event that can induce many players or staffs to the autonomous entity such as soccer and baseball, marathon, in their cities people for winter season training have been increased steadily. But number of workers related to sports industry was very few. Second, according to SWOT about sports industry policy of Gangjin county and Namhae county, there are strong factors such as : continuous investment for sports industry, intensive sports facilities, revitalization of sports events, local economy revitalization due to the increase of the population, there are weak factors such as : poor economy structure compared with near cities, lack of tourist industry facilities, uncomfortable transportation system, and lack of related industry. There are opportunity factors such as : development of sports tourist program, reinvestment for the city due to local finance, improving effect of local autonomous system's brand. At the last, there are threatening factors such as : investment expansion of sports industry about other cities, absent of sports event that can induce other events, limited population that participate in winter season training and so on. Third, according to SWOT matrix analysis of Gangjin county and Namhae county, strong and opportunity strategies were to increase jobs through continuous sports industry investment, to connect sports event with sports tourism program, and to reinvest related industry due to local economy revitalization. Strong and threat strategies were to overcome difficulties of near cities through continuous investment, to hold sports event using of regional culture, and to attract various winter season training event. Weak and opportunity strategies were to increase employment through investment inducement and to overcome difficulties of related industry, to develop subsidiary facilities through sports industry revitalization, to have various marketing activities that were connected with sports event and local autonomous entity brand. And weak and threat strategies were to decrease event effect due to lack of lodging facilities, to accelerate competitive connection with near cities, and to attract limited sports event and winter season training event. Fourth, in sports industry strategies of small cities, correspondence strategies were to develop sports tourism program that let people experience sports, sightseeing, various activities, and to hold sports event that was linked with regional culture. Conversion strategy was to offer systematic support service and differentiated winter season training program. For the last time, minimization strategy was to ensure investment about related sports industry and local autonomous entity brand using of sports event.