近年來許多以休閒、健身等為目的，附設有三溫暖、蒸氣室、烤箱、按摩池及水療設備等多元項目，以服務為號召的游泳俱樂部或SPA健身中心紛紛投入市場。在消費者意識抬頭的今日，要如何維持高水準的服務品質，留住顧客、爭取新客源是業者相當重視的課題。本文亦討論泳池業者如何開發新客群，並了解破壞性創新的可行性。本研究以文獻分析法方式，旨在探討游泳池業者破壞性創新的實質內涵，採用Christensen提出「創新者的兩難」書中提出破壞性創新中的兩個服務創新類型，低階市場破壞性創新和新市場破壞性創新，來探討游泳池業原有服務創新及營運方式，並提出方案，以提高在業界競爭力及核心價值，在高度競爭環境下，提供游泳池經營之參考。透過研究發現游泳池業的新市場及營運方式並建議泳池找出本身優勢透過低階市場的開發或是新市場的開發針對不同客戶群爭取更多的客戶群，並做市場區隔。

There are a lot of swimming clubs and SPA which are possessed of sauna, steam saunas, smoke saunas, jacuzzi, and SPA equipments, the purpose of business is servings. But they change their purpose of business into leisure and fitness to invest in the market recently. But now, consumers place more and more importance on their rights. Proprietors pay lots of respect to hold out quality of servings, to retain customers, and to strive for new clients. We also discuss how do proprietors of swimming pools open up the new clients, and we also realize does it make sense about “disruptive innovation.” We analyze the virtual value of disruptive innovation for the swimming pools’ proprietors. We also adopt these two innovation types, low-end disruption and new-market disruptions which are mentioned by Clayton Christensen, to discuss the original service innovation and the method of management, and also bring up new projects to raise competitiveness and inner value. These could be for reference under the circumstance of keen competition. Through this research, we find out the new market of the swimming pool, and the method to manage it. We also suggest them to find out their own advantage. Through these two different kinds of innovation types to develop different markets, according as clients to get more clients, and distinguish from normal market.