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???org.dspace.app.webui.jsptag.ItemTag.dcfield??? | Value | Language |
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dc.contributor.advisor | 陸洛 | zh_TW |
dc.contributor.advisor | Luo Lu | en |
dc.contributor.author | 趙賽宇 | zh_TW |
dc.contributor.author | Saiyu Zhao | en |
dc.date.accessioned | 2023-08-09T16:07:48Z | - |
dc.date.available | 2023-11-09 | - |
dc.date.copyright | 2023-08-09 | - |
dc.date.issued | 2023 | - |
dc.date.submitted | 2023-07-04 | - |
dc.identifier.citation | [1]楊天平。中國教育方針發展研究[D]。武漢大學,2011。
[2]胡煒傑、賀祥林。習近平關於社會主要矛盾的思想孕育過程[J]。湖北社會科學,2022(08):5-10。 [3]劉新榮。文化資本:產業戰略和企業管理[M]。國防科技大學出版社,2007。 [4]陳偉。創新管理,科學出版社1996年版。陳偉,創新管理,科學出版社。倫敦商業院貝蒂塔教授。陳偉。企業創新教程。中國財經出版社。 [5]國務院辦公廳關於規範校外培訓機構發展的意見[J]。雲南教育(視界時政版),2018(09):16-18。 [6]市場監管總局等八部門要求加強校外培訓廣告管控[J]。中國商界,2021(12):102。 [7]中國教育部,2022.教育部等十三部門關於規範面向中小學生的非學科類校外培訓的意見[EB/OL]。(2022-12-28)[2023-01-10]。http://www.moe.gov.cn/srcsite/A29/202212/t20221229_1036959.html。 [8]國民經濟頂住壓力再上新臺階[N]。中國資訊報,2023-01-18(001)。 [9]佘宇。補短板、強弱項,有效解決教育熱點難點問題[J]。發展研究,2020(08):85-89。 [10]邱永成、張偉、李戈、馮娜、何泊均。如何營造民辦教育良好發展的社會環境[J]。四川職業技術學院學報,2015,25(03):92-96。 [11]國務院辦公廳關於規範校外培訓機構發展的意見[J]。重慶與世界,2018(18):4-6。 [12]林巍。大資料環境下人工智慧技術在教育領域的應用探索[J]。中國多媒體與網路教學學報(上旬刊),2020(06):14-15。 [13]翟雷、邢國春。大資料環境下人工智慧技術在教育領域的應用研究[J]。情報科學,2019,37(11):127-132+143。 [14][美]邁克爾·波特:競爭戰略[M]。陳小悅·譯,華夏出版社,1997:21。 [15]溫育平。顧始憲.鮑勇劍:危機管理十原則[J]。上海經濟,2014(11):66-67。 [16]泛遊學與營地教育白皮書-發佈版2019年[C]。艾瑞諮詢系列研究報告(2019年第5期),2019:583-620。 | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/88233 | - |
dc.description.abstract | 本文以Z教育培訓公司為研究物件,深入研究了教育培訓公司針對非學科業務的模式創新。文章首先對非學科業務所處的政策、經濟、社會、行業環境進行分析。儘管國家對校外培訓整體政策管理收緊,但對於發展素質教育的支持依然穩健。民辦教育具有教學方式和管理模式的靈活多樣性,能更好地服務民眾需求。此外,技術的發展進一步賦能了民辦教育。整體而言,校外非學科業務在政策層面雖受抑但具備市場發展前景。
本文基於以上背景對Z公司企業和非學科業務進行SWOT分析,並結合行業競爭狀況、替代品威脅、購買者議價能力、供應商議價能力及行業新進入者等五力模型進行思考,初步結論為行業競爭已相對充分,公立學校課後服務模式成為最大的競爭對手。Z教育培訓公司雖有一定的地方資源和長期行業積澱的經驗,也有一定的人力運營團隊與資金等優勢,但發展非學科校外培訓業務亦有較大瓶頸。 本文通過對Z公司現有非學科業務的項目定位、人才團隊打造、產品銷售、校區運營管理等幾個方面進行問題分析後得出如下結論:非學科業務需做好各專案整體價值價格定位,同時優化薪酬機制穩定人才,大力強調教學和服務品質,重視通過老生內部介紹招新。此外,公司需安排好生源引流活動和專案進入公立學校的合作事項。本文通過對家長、學生、運營團隊等全方位調研訪談後發現,家長重視對學生交際溝通表達力,機器人程式設計和美術書法方面的培養,非常關注機構的師資力量和教學品質,在區域市場願意每月花300元-500元投入到孩子的素質能力培養。 本文最後從三個方面闡述了創新模式研究。一是已有的核心業務(如美術、書法、語言藝術、舞蹈、機器人程式設計等課程)的定位、人才團隊打造、產品行銷等的優化和創新。二是非學科業務間協調管理的改革與創新,如校區運營之環創佈置創新、目標設置、管理模式創新。三是非學科新業務項目創新,如籃球體育項目和營地研學業務項目創新。 基於以上方案,Z公司需在打造和培養非學科業務精幹團隊的基礎上,先做好規劃以及目標設置,通過“紅三角酷”及“跡象管理”的管理創新帶動非學科校區運營,同時加大引流招生、異業聯盟、老帶新等招生活動,並通過業務公益進校園,以及和全日制學校聯動,帶動Z公司非學科業務的發展。 | zh_TW |
dc.description.abstract | Taking Z Education Company as an example, this paper studies in depth the model innovation of its extracurricular business. The paper firstly analyzes the policy, economic, social and industry environment of the extracurricular business. Despite the overall tightening of state policy management on out-of-school training, support for the development of quality education remains solid. Out-of-school education has the flexibility and diversity of teaching methods and management models to better serve the needs of the population. In addition, the development of technology has further empowered out-of-school education. Overall, the out-of-school extracurricular business has a promising, albeit inhibited, market at the macro level.
Based on the SWOT analysis of Z's overall and extracurricular business, and considering the five forces model of industry competition, namely threat of substitutes, bargaining power of buyers, bargaining power of suppliers and new entrants to the industry, this paper concludes that the industry is relatively competitive, with the public school after-school service becoming the biggest competitor. Although Z has some local resources and long-standing experience in the industry, as well as some human and operational team and capital, there are major bottlenecks in the development of extracurricular out-of-school training business. This paper analyses the problems of the existing extracurricular business of Company Z in terms of project positioning, talent team building, product sales and campus operation and management, and concludes the following: the extracurricular business needs to do a good job of positioning the overall value and price of each project, while optimizing the salary mechanism to stabilize talent, placing strong emphasis on teaching and service quality, and emphasizing the recruitment of new students through internal referrals of old students. In addition, the company needs to arrange student attraction activities and cooperation matters for projects to enter public schools. The paper finds, through comprehensive research and interviews with parents, students and the operations team, that parents value the training of their students' communication and expression skills, robotics programming and art and calligraphy, and are very concerned about the institution's teaching staff and teaching quality, and are willing to spend 300-500 yuan per month in the regional market to invest in the quality development of their children's abilities. The paper concludes with a study of innovative models in three areas. The first is the optimization and innovation of the positioning of existing core businesses (such as art, calligraphy, language arts, dance, robotics programming and other courses), the building of talent teams, and the marketing of products. Secondly, reform and innovation in the coordination and management of extracurricular businesses, such as innovation in the layout of the campus operation of the environment, goal setting, and innovation in the management model. Thirdly, innovation in new extracurricular business projects, such as innovation in basketball sports and camp study business projects. As mentioned above: On the basis of building and cultivating a capable team of extracurricular business, Z Company should first make a good plan and set goals, promote the operation of extracurricular campus through the management innovation of "Red Triangle Cool" and "sign management", and increase recruitment activities such as recruiting students, inter-industry alliance, bringing the old with the new, and try to link the business public service into the campus and the full-time school to lead the development of Z company's extracurricular business. | en |
dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2023-08-09T16:07:48Z No. of bitstreams: 0 | en |
dc.description.provenance | Made available in DSpace on 2023-08-09T16:07:48Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 目錄
口試委員會審定書 I 致謝 II 中文摘要 IV ABSTRACT V 目錄 VII 圖目錄 IX 表目錄 X 第一章 引言 1 1.1 研究背景和意義 1 1.2 研究內容和邏輯框架 1 1.3 研究方法 4 第二章 宏觀環境和行業分析 5 2.1 宏觀環境之PEST分析 5 2.2 行業分析 7 第三章 Z教育培訓公司基本情況和業務模式 12 3.1 Z教育培訓公司基本情況 12 3.2 業務模式 14 第四章 非學科現有業務模式的問題分析 22 4.1 科技類專案問題分析 22 4.2 美術類專案問題分析 23 4.3 書法類專案問題分析 24 4.4 舞美類產品專案問題分析 26 4.5 語言藝術專案問題分析 27 第五章 非學科業務問題調研分析 28 5.1 調查訪談前期準備 28 5.2 調研訪談的內容分析 32 5.3 調研訪談總結 34 第六章 非學科業務模式創新方案及實施建議 36 6.1 非學科現有核心業務模式的改革與創新 36 6.2 非學科業務間協調管理的改革與創新 39 6.3 非學科新業務專案創新 43 6.4 非學科個別業務專案的合作模式創新 48 第七章 結論與進一步研究方向 50 7.1 結論 50 7.2 可能的創新與不足之處 52 參考文獻 53 附錄 54 圖目錄 圖1-1 論文邏輯框架 3 圖3-1 公司架構 14 圖3-2 Z教育培訓公司與非學科業務SWOT分析 17 圖5-1 訪談結果思維導圖 34 圖6-1 “跡象”管理架構圖 41 圖6-2 營地教育市場規模圖 46 表目錄 表2-1 波特五力模型分析法 8 表3-1 非學科業務產品介紹 15 表5-1 訪談物件資訊表 29 表5-2 運管團隊訪談綱要設計邏輯 30 表5-3 學生家長訪談綱要設計邏輯 31 表5-4 非學科課程開設調研結果 33 | - |
dc.language.iso | zh_TW | - |
dc.title | Z教育培訓公司非學科業務模式創新研究 | zh_TW |
dc.title | The Business Model Innovation of Extracurricular Training in Z Education Company | en |
dc.type | Thesis | - |
dc.date.schoolyear | 111-2 | - |
dc.description.degree | 碩士 | - |
dc.contributor.oralexamcommittee | 翁崇雄;林世銘;彭賀;洪劍峭 | zh_TW |
dc.contributor.oralexamcommittee | Chorng-Shyong Ong ;Suming Lin;He Peng;Jian-Qiao Hong | en |
dc.subject.keyword | 業務模式創新,教育培訓,非學科業務, | zh_TW |
dc.subject.keyword | Business model innovation,Education and training,extracurricular business, | en |
dc.relation.page | 59 | - |
dc.identifier.doi | 10.6342/NTU202300929 | - |
dc.rights.note | 同意授權(全球公開) | - |
dc.date.accepted | 2023-07-05 | - |
dc.contributor.author-college | 管理學院 | - |
dc.contributor.author-dept | 臺大-復旦EMBA境外專班 | - |
Appears in Collections: | 臺大-復旦EMBA境外專班 |
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