1. Industry Risk Analysis

(1) Policy Risk

The taekwondo training industry currently faces the risk of uncertainty during the policy implementation period. As the policies for youth sports training continue to tighten, the supervision of qualification reviews (such as coaches’ professional qualification certificates and fire protection filings) and the compliance of teaching content (prevention of violent tendencies, etc.) has become stricter. Some regions have already introduced hard – and – fast standards such as the venue area and the upper limit of class hour pricing. However, the national industry regulations are still in the stage of dynamic adjustment. Entrepreneurs may face the risks of a sharp increase in compliance costs or the need to restructure their business models due to differences in the implementation scales of local policies.

(2) Economic Risk

The taekwondo training industry currently faces the risk of cyclical contraction in consumer demand. During an economic downturn, families tend to cut non – essential expenditures (such as cultural and sports education) first, resulting in a slowdown in the growth of customer sources or a decline in the student renewal rate. At the same time, fixed expenses such as venue rent and labor costs are prone to rigid increases during an economic stagflation period, putting pressure on cash flow. If small and medium – sized institutions fail to hedge against cyclical fluctuations through differentiated positioning (such as combining youth physical fitness training) or flexible adjustment of course prices, they will be caught in a dilemma of both declining revenues and rising costs.

(3) Social Risk

The generational consumption differences have intensified the market volatility risk in the taekwondo training industry. Generation Z parents prefer fragmented and experiential consumption and have less trust in the traditional annual card prepayment model. The consumption decisions of parents born in the 1980s are significantly affected by the policies that cool down the “education arms race”. The demand of the new – generation families for training effects has shifted from “exam – taking and school enrollment” to “interest and social interaction”. However, the supply side of the industry has not completed the reconstruction of the course system. The cognitive gap between generations has led to a continuous decline in the course renewal rate. Coupled with the sharp increase in the compliance costs of sports training under the spill – over effect of the “Double Reduction” policy, small and medium – sized institutions are facing an existential crisis due to the generational demand gap.

(4) Legal Risk

Taekwondo training institutions face risks related to qualification compliance (they need to obtain school – running permits from the education or sports departments and coaches’ qualification certifications). Insufficient safety guarantees can easily lead to personal injury disputes (such as sub – standard training facilities and insufficient insurance coverage). Vague contract terms or the lack of a refund mechanism may result in consumer rights – protection lawsuits. Irregular labor management (issues with part – time coach contracts and social insurance) has potential risks of labor arbitration. Exaggerating the training effects in advertising may violate the Advertising Law.盗用同行原创体系的课程内容将涉及知识产权侵权，若未落实未成年人保护措施（如安全看护）或学员隐私信息泄露还将面临行政处罚及民事赔偿风险。 (The original text has some Chinese characters here, which should be translated as follows) Using the original course system of peers without permission will involve intellectual property infringement. If measures for the protection of minors (such as safety supervision) are not implemented or students’ privacy information is leaked, the institution will face administrative penalties and civil compensation risks.

2. Entrepreneurship Guide

(1) Suggestions on Entrepreneurial Opportunities

The current entrepreneurial opportunities in the taekwondo training industry are concentrated in the development of differentiated courses (such as integrated courses of children’s physical fitness and etiquette education, adult stress – relief training courses), community – based light – asset operations (jointly opening shared venues with schools or communities at different time periods to reduce rent costs), intelligent service upgrades (online course – booking systems and AI – based action – correction mini – programs to improve the experience), value – added services for family members (bundling parent – child courses and giving away protective equipment or providing examination – related consultation), and seizing policy dividends (cooperating with primary and secondary schools for after – school sports service procurement and government sports consumption vouchers). At the same time, regional event brands and peripheral derivatives (such as taekwondo – themed cultural and creative products) can be created in combination with the trend of national – style sports IP to extend the profit chain.

(2) Suggestions on Entrepreneurial Resources

Entrepreneurs in the taekwondo training industry should first integrate low – cost venue resources (such as community activity centers and school – cooperative venues), and establish member – delivery channels with surrounding schools and sports institutions through community operations. They should focus on recruiting retired athletes or graduates from sports colleges as coaches and build a standardized teaching system to reduce the dependence on human resources. They can use short – video platforms to release teaching clips and students’ achievement displays to create differentiated IP content and attract targeted traffic. They should strive for government subsidies for youth sports support and cooperate with local sports brands in light – asset models such as jointly launching protective equipment sets to reduce the initial equipment investment. A student safety insurance mechanism and a parent – communication and feedback system should be established to increase the value per customer through high – repurchase – rate course packages and value – added services related to examinations.

(3) Suggestions on Entrepreneurial Teams

The core of the entrepreneurial team in the taekwondo training industry should be “complementary skills + local operations”. The founder should first recruit full – time coaches with black – belt qualifications and more than three years of teaching experience (to ensure professional barriers), and be paired with an operation manager with experience in educational institution management (responsible for campus enrollment, course scheduling, and maintaining relationships with parents). At the same time, content operation personnel familiar with community promotion and local traffic drainage on short – video platforms should be recruited (to accurately cover students within a 5 – kilometer radius). It is recommended to adopt a salary structure of “basic salary + class – hour commission + renewal bonus” to bind the stability of core coaches. 10% – 15% of the equity should be reserved in a dynamic pool for the promotion of excellent coaches in the future. Parent open days should be organized monthly to force the team to improve the service quality.

(4) Suggestions on Entrepreneurial Risks

Entrepreneurs in the taekwondo training industry should first choose a location in a competition – free area within 3 kilometers of communities or schools. They should test the authenticity of the demand through pre – registration surveys (with a sample of 200 people). Course design should be differentiated, such as segmenting vertical categories like children’s physical fitness, youth competitive training, and adult self – defense, to reduce the risk of homogenization. A coach model of “30% full – time + 70% part – time” should be adopted to control labor costs, and second – hand refurbished equipment should be selected for procurement to reduce the initial investment. Fire protection, school – running qualifications, and venue safety standards should be strictly reviewed, and venue liability insurance should be purchased compulsorily to avoid accidental compensation risks. A stepped fee system of “single – use cards + monthly cards + annual cards” should be established, and a refund buffer period (7 – 15 days) should be set to reduce the risk of capital precipitation. Customer acquisition can be achieved through a combination of daily updated teaching videos on Douyin’s local accounts and on – site promotion in surrounding schools.