秦川音乐艺术学校发展战略研究

发布时间：2018-01-22 08:05

本文关键词： 艺术培训学校发展战略五力模型 SWOT分析　出处：《河北工业大学》2015年硕士论文　论文类型：学位论文

【摘要】：改革开放30多年来,我国的政治、经济、文化水平都得到了巨大的发展,人们对自己孩子在艺术方面素质越来越重视,为艺术培训市场的发展带来了机遇。与此同时,国家也先后出台了支持民办教育的相关政策,人们热切的希望孩子能够在艺术方面有一定的专长,这给民办艺术培训机构带来了新的机遇。另一方面,行业竞争日趋激烈,如何在众多同类培训机构中把握国家政策和市场命脉,就成了当前企业急需解决的问题。秦川音乐艺术学校成立于1986年是石家庄地区成立较早的民办艺术培训机构之一,经过28年的发展,目前已经在石家庄、保定、邯郸、衡水、天津等地拥有20所分校,开设的课程包括器乐、声乐、音乐理论、舞蹈、美术书法、播音主持等17大类50余个专业,为有需要的学员提供相关艺术培训和辅导。现有学生万余人,教师400余名,已经发展成为河北地区知名的民办艺术教育机构。随着近年来国家政策的支持,很多公办学校也开始重视艺术类教育,开始增加艺术学习的课程;一些文化类培训学校也相应的调整了自己的经营策略加入了音乐、美术类的培训课程;加上一些新成立的具有自己优势和特色的艺术培训机构,这些因素都增加了艺术培训行业内的竞争压力,秦川音乐艺术学校也同样面临招生难,发展前景不乐观的困难。本文以秦川音乐艺术学校的发展战略为研究对象,利用PEST以及五力模型等分析方法,结合目前行业形式对秦川音乐艺术学校的外部环境进行全面的分析和研究;又通过人力资源、硬件条件,专业设置、管理体系以及核心竞争力等方面对秦川音乐艺术学校的内部环境进行剖析;在此基础上,结合SWOT分析方法制定出符合秦川音乐艺术学校实际情况且能够充分落实发展战略;最后,从构建高效完善的管理制度、优化招生策略、加强师资队伍建设和优化资源配置等方面采取相应措施保障学校发展战略的有效实施。
[Abstract]:Since the reform and opening up for more than 30 years, the political, economic and cultural level of our country has been greatly developed. People pay more and more attention to the artistic quality of their children. The development of the art training market has brought opportunities. At the same time, the country has also issued policies to support private education, people earnestly hope that children can have a certain degree of expertise in the arts. On the other hand, the competition in the industry is becoming increasingly fierce, how to grasp the national policy and market lifeline in many similar training institutions. Qin Chuan Music and Art School was established in 1986 as one of the earliest private art training institutions in Shijiazhuang area, and has been developed for 28 years. At present, there are 20 branches in Shijiazhuang, Baoding, Handan, Hengshui, Tianjin and other places. The courses include instrumental music, vocal music, music theory, dance and fine arts calligraphy. Broadcast hosting and other 17 categories of more than 50 professional, for students in need of relevant art training and tutoring. There are more than 10,000 students, more than 400 teachers. Has developed into a well-known private art education institutions in Hebei. With the support of national policies in recent years, many public schools also began to attach importance to art education, began to increase the art learning curriculum; Some cultural training schools have also adjusted their own business strategy to join the music, art training courses; With some newly established art training institutions with their own advantages and characteristics, these factors have increased the competitive pressure within the art training industry, Qinchuan Music and Art School is also facing difficulties in recruiting students. This paper takes the development strategy of Qinchuan Music and Art School as the research object, using PEST and the five Force Model and other analysis methods. Combined with the current form of the industry Qinchuan School of Music and Art of the external environment for comprehensive analysis and research; Through human resources, hardware conditions, professional settings, management system and core competitiveness of Qinchuan Music and Art School internal environment analysis; On this basis, combined with the SWOT analysis method to make out in line with the actual situation of Qinchuan Music and Art School and can fully implement the development strategy; Finally, some measures should be taken to ensure the effective implementation of the school development strategy from the aspects of constructing an efficient and perfect management system, optimizing the enrollment strategy, strengthening the construction of the teaching staff and optimizing the allocation of resources.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：J60-4

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