隨著時代改變、環境變遷，游泳池業者從過去爭相開業的盛況，逐漸走向關門轉讓的虧損慘狀，為了擺脫經營窘境，公家機構游泳池、私人俱樂部游泳池、社區大樓游泳池等游泳池業者，紛紛將泳池委託他人代為管理或營運，因而促成代管游泳池之相關產業的蓬勃發展。由於游泳池代管業無統一名稱，本文中皆以「游泳池管理顧問業」稱之，並以探討游泳池管理顧問業的經營模式為主，藉由策略管理之相關理論探討業者是如何發現內外部環境的變化下，主動因應環境變化，捉住商機稍縱即逝的機會，進而善加利用本身之內部與外部資源，建立競爭優勢，維持獨特能力，進而達成組織目標。本文首先探討策略管理的定義與程序，之後說明策略管理程序之實際運用。

As the environment and society change and shift with time, swimming pool facility operators are gradually forced to close or to consent to be sold due to considerable profit loss. To save themselves from the economical dire, public-run pools, private sectors and those belongs to community buildings are commissioning professional third party in charge of management and operation. All these then bring birth to the prosperity of swimming pool facility commissioner industry. Due to a lack of consistent formal proper noun for such industry, hereinafter it will be addressed as “Swimming Pool Facility Management Consulting Business”. The thesis mainly discuss about the operational module of Swimming Pool Facility Management Consulting Business, and via related theories of strategic management, outline how operators can progressively respond to changing environment and to seize business opportunity with the acknowledgment of interior and outer environmental changes. Furthermore, it will look into how to properly apply one’s own interior and outer resources to establish competitive advantages and maintain unique strengths to accomplish organization goals. It will unfold first with discussion of the definition and procedure of management and later explain the actual application of strategic management procedures.