私立中小學經營策略之個案研究 —以康橋國際學校為例

Abstract

教育事業有別於一般的製造業，其價值創造活動來自於人員，接受者也是人員，公司的資產主要也是具有核心專業能力的人。這類型的企業，要如何建立有價值且難以被複製的能力或資產，同時善用於築起難以被超越的競爭優勢，並且能夠自我複製，擴大規模並增加社會影響力，這是個重要的課題。 台灣過去對於私立學校，在社會觀感及政府法令上有很多束縛，加上近年來少子化的衝擊及加入WTO等影響，生源減少而競爭者增加，非常不利於私立學校的生存。康橋國際學校在這樣的逆境下，從教科書出版業跨足學校的設立，從小學開始逐步完成從幼兒教育到大學前完整的學制，並擴及海峽兩岸，學生人數、營收等都逐年成長，也成為教育事業的第一品牌。企業在策略制訂及組織管理上有其值得參考借鏡之處。 從學校的歷史及與開創團隊的焦點團體訪談中，可以發現企業對於人才的管理極為重視，從招募、學習到考評等，都有完整的制度，並且要求凝聚願景與共識，強調當責與合作，顧客連結，配合上層的領導力、決策速度、強調效率、策略的一致性，營造了這二十幾年來的快速發展與建立堅強的運作團隊。 在整體的策略運作上，對外是強調超越期待的顧客經驗，跟承諾一個美好的經驗及未來，讓家長及學生感受到學校團隊的熱情與用心；對內則是強調組織型學習，強調創新與突破傳統，讓個人的經驗與學習內化成為組織的制度與核心技能，如此不只造福了更多的家長與學子，更替企業建構了長期的競爭優勢。

Education is different from general manufacturing because its value comes from people and its recipients are also people. The company’s assets are people and their professional competence. Within this type of business, importance lies within how assets are built and abilities are difficult to replicate, but at the same time, it is good to create competitive advantages that are difficult to replicate. Being able to copy actions, expand in scale and increase social influence, are all important topics. Previously, Taiwan used to be mainly private schools, and there were many restrictions on social perceptions and government decrees. There have been fewer births in recent years, including the WTO and other outside influences. Also, there have been reduced student resources and an increase in competition which is unfavorable to the survival of private schools. Kang Chiao International School is in a difficult situation with the publishing industry and the establishment of the school. It is important to have the ability to gradually complete the academic system from early childhood to high School, and continuing education. Student numbers and revenue need to grow each year and also develop the first brand of education. Enterprises have some merit in strategy formulation and organization management. From the history of the school and interviews with the focus groups of the pioneering team, it can be seen that companies attach great importance to the management of talents. This includes recruitment, learning to evaluate, having a complete system, asking for a vision and consensus, emphasizing responsibility and cooperation, having a link to customers, cooperating with upper level of leadership, decision making speed, an emphasis on efficiency, and policy consistency. These qualities have created a rapid development and a strong operational team for more than 20 years. In the overall strategic operation, the emphasis is placed on exceeding customer experience expectations. Commitment to a good experience towards the present and the future will let the parents and students feel enthusiasm and care for the school team. The main focus is on organizational learning with an emphasis on innovation and breaking tradition. Additionally, internalizing individual experience and learning organizational systems and core skills. This not only benefits parents and students, it helps companies build up long-term competitive advantages.