從教室到雲端：英語學校轉型線上學習的商業計畫

Abstract

本論文探討台灣台北市之知名英語補習班「新派英語」從傳統實體教學模式轉型為可擴展的線上學習平台之策略。研究說明此轉型的背景與原因，特別著眼於房租與人事成本上升、招聘與留任困難，以及場地容量受限等經營挑戰。透過聚焦於小班教學、師資穩定性以及專為台灣兒童設計的課程，「新派英語」期望與主打大量低價的競爭對手（如TutorABC及VIPKid）形成差異化。

本研究結合競爭分析、財務可行性評估及初步市場回饋，評估一個主打優質、高價位線上課程的可行性。研究結果顯示，高品質、強調建立學習自信的線上英語教育有機會吸引願意支付高學費的家庭，並在學生數達到100人時即可達成損益平衡，之後具備顯著的獲利潛力。論文最後指出，逐步推行、重視家長信任與期待的策略，對於長期成功與永續經營至關重要。本個案研究為台灣私立語言教育機構數位轉型提供寶貴的實務參考。

The New School 新派英語, a well-established English language school in Taipei, Taiwan, seeks to transition from a traditional brick-and-mortar buxiban model to a scalable, tech-driven online learning platform. This proposal outlines the strategic rationale, financial projections, and implementation roadmap for the pivot, building on the school’s strong reputation for instructional quality and customer trust while addressing operational constraints. The transition targets three core pain points: rising rental and labor costs, hiring and retention challenges, and physical capacity limits. In response, The New School will adopt a hybrid online learning model that expands accessibility without compromising educational standards. Unlike high-volume, low-cost providers such as TutorABC and VIPKid, our approach emphasizes small-group instruction, teacher continuity, and curriculum tailored to Taiwanese young learners. Our value proposition is to empower young learners through structured, confidence-building English instruction and offer families a reliable alternative to impersonal, volume-driven platforms. This differentiated model supports a premium pricing strategy. We anticipate that families will be willing to pay higher tuition after experiencing the quality and consistency of the program. Term-based fees, flexible payment options, and trial pathways reduce barriers to adoption while reinforcing long-term engagement. The financial model projects a 64% operating margin at break-even with 100 online students and significant profitability growth at scale. Initial market feedback confirms demand for flexible, high-quality solutions, while also highlighting the need for a phased rollout to build trust and address common parental concerns. Financial projections are based on early-stage modeling and are limited to direct instructional revenues under current pricing assumptions. Additional cost variables and long-term infrastructure needs will be explored as the model matures. Grounded in clear competitive analysis and financial viability, this proposal charts a sustainable, scalable path for The New School to lead in a premium niche of Taiwan’s evolving English online learning market.