台灣補教產業經營環境與營運策略之研究

Abstract

台灣補教產業於近年來同時遭遇外部環境危機和內部激烈競爭，無論是傳統實體或網路線上業者，紛紛致力於降低營運成本與風險、擴大招生對象與強化服務體驗，甚至以策略聯盟或同業併購等模式，達到相對抗跌或逆勢成長的目標。 本研究首先探討台灣補教產業的發展歷史與經營現況，其次透過文獻回顧與統計實證分析結果瞭解補習效能與家庭環境對補教業產出的階段變化，再來討論人口少子化與教改新學制帶來的衝擊與影響，輔以SWOT與波特五力理論模型進行產業競爭策略雙向分析，藉此協助補教業者得以順勢而為、提早佈局、及時轉型，解決眼前經營困境與制定未來優勢策略，再創企業第二曲線。

In recent years, the cram schools industry in Taiwan has been facing an external environmental crisis and internal fierce competition. Whether cram schools are traditional or online operators, they are all committed to reducing operating costs and risks, expanding prospective students, and enhancing service experience. Some even use methods such as strategic alliances or mergers and acquisitions to achieve the goals of relative resilience and sustainable growth against the sinister tide. The content of this study first discusses the development history and current operating status of the cram schools industry, and through literature review and statistical empirical analysis, it understands the effectiveness of cram schools and the staged changes of the cram schools industry that family environment has caused. It then discusses the impact brought by sub-replacement fertility and the educational reform with the help of the two-way analysis of industrial competition and strategies using SWOT analysis and Porter's Five Forces model. It thereby assists cram school operators to take advantage of the current situation, make plans in advance, and transform timely to solve current operational difficulties, formulate future advantageous strategies, and create the second curve for the enterprise.