青岛市非学历教育培训机构的发展战略研究

发布时间：2018-02-11 08:07

本文关键词： 非学历教育培训机构战略发展　出处：《青岛大学》2009年硕士论文　论文类型：学位论文

【摘要】： 非学历教育培训是我国教育事业的重要组成部分。目前,非学历教育培训市场正朝市场细分、品牌经营和连锁经营方向发展。对于青岛市非学历教育培训机构而言,如何在激烈的市场竞争中运用合理的发展战略发挥本机构的优势,从而获得进一步的发展与扩张,便成为目前正处于竞争与发展战略时期的培训机构需要迫切考虑的严峻问题。因此,通过用于战略管理理论对青岛市非学历教育培训机构进行战略分析研究,对其以后持续发展有着重大的现实意义。本论文借鉴战略管理的理论和模型,结合青岛市非学历教育培训市场的竞争与发展态势,通过运用PEST分析工具、行业环境分析和SWOT分析工具,分析了青岛市非学历教育培训机构的外部环境、行业竞争态势和内部条件与能力战略环境条件。这些分析结果表明,青岛市非学历培训机构目前正面临着较好的发展机遇,但是威胁和劣势也是很明显的。如何根据自身的实际情况充分发挥自身的优势进行市场竞争,就成为培训机构需要认真考虑的战略问题。本文试图为青岛市非学历教育培训机构确定四种典型的战略来促其发展:构筑核心竞争力的差异化聚焦战略,扩大培训规模和效益的集中化成长战略,打造成培训巨头的多元化、集团化和连锁经营战略,以及推动培训机构快速发展的品牌战略。最后,通过对青岛启智假日文化培训学校进行案例分析,来验证这些战略实施的可行性。本文的主要目的是为了探索和建立能指导青岛市非学历教育培训机构竞争与发展的战略管理模式。
[Abstract]:Non-academic education and training is an important part of education in China. At present, the market of non-academic education and training is developing in the direction of market segmentation, brand management and chain operation. For non-academic education and training institutions in Qingdao, How to make use of the reasonable development strategy in the fierce market competition to give play to the advantages of the organization, so as to obtain further development and expansion, Therefore, the strategic analysis and study of non-academic education and training institutions in Qingdao is carried out through the use of strategic management theory, which is currently in the period of competition and development strategy. It is of great practical significance for its sustainable development in the future. This paper draws lessons from the theory and model of strategic management, combines the competition and development situation of Qingdao non-academic education and training market, through the use of PEST analysis tools, industry environment analysis and SWOT analysis tools. This paper analyzes the external environment, the competition situation, the internal condition and the strategic environment of the non-academic education and training institutions in Qingdao. The results show that the non-academic training institutions in Qingdao are facing better development opportunities at present. However, the threats and disadvantages are also obvious. How to give full play to their own advantages to carry out market competition according to their actual situation, has become a strategic issue that should be seriously considered by training institutions. This paper attempts to identify four typical strategies for non-academic education and training institutions in Qingdao to promote their development: the differentiation focusing strategy to build core competitiveness, the centralized growth strategy to expand the scale and efficiency of training. To build into a training giant of diversification, collectivization and chain management strategy, as well as promote the rapid development of training institutions brand strategy. Finally, through the Qingdao Qizhi Holiday Culture training School case study, The main purpose of this paper is to explore and establish a strategic management model that can guide the competition and development of non-academic education and training institutions in Qingdao.
【学位授予单位】：青岛大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：G527

【引证文献】