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论文编号：	11347
作者编号：	2120172896
上传时间：	2019/12/12 18:04:45
中文题目：	WM公司竞争战略研究
英文题目：	Research on WM Company''s Competitive Strategy
指导老师：	张玉利
中文关键字：	在线教育；互联网+；竞争战略
英文关键字：	Online education；Internet+；Competitive strategy
中文摘要：	受经济、地域等多种因素限制，我们国家一直存在教育资源不均衡，结构不统一的问题。在2019年举行的全国两会上，“互联网+教育”这一概念被首次提及，政府工作报告指出，要在我国发展更加公平、更有质量的教育，发展互联网+，促进优质教育资源共享。 一些在线教育机构应运而生，以中国大学MOOC、学堂在线、万门大学（以下简称“WM公司”）等为代表的一批在线教育企业快速发展起来。但是到了2018年下半年，在线教育上市公司股价急剧跳水，行业的投融资次数呈现大幅下降，一系列公司数据造价、黑公关等新闻频频曝光。在线教育企业正经历发展过程中的阵痛，可谓机遇与挑战并存。 本文正是基于这样的背景下，在面对在线教育企业盈利模式不清晰，获客成本越来越高，发展方向具有诸多不确定性的情况下，研究其应该如何通过制定行之有效的竞争战略，来指导企业下一步的发展。作者在企业竞争战略相关理论及国内外关于在线教育发展现状研究的基础上，对WM公司在线教育产品现状、竞争环境、战略选择等进行详细分析。 文章的第一章和第二章交代了研究背景与研究意义，研究思路和研究方法，给出文章的研究框架，同时对相应理论基础和文献综述进行总结和归纳。 第三章主要分析了WM公司的外部环境。通过分析发现，在企业发展的外部环境中，WM公司既面临巨大的发展机遇，同时也存在一定的威胁。通过企业外部因素评价矩阵（EFE）分析，WM公司具有良好的市场基础，能够有效规避风险，其机遇大于威胁。第四章利用价值链等工具对WM公司的内部环境进行了分析。通过企业内部因素评价矩阵（EEE）分析，WM公司的优势大于劣势，能够更好地利用自身资源和营销推广能力等方面优势，规避其劣势。 第五章从WM公司存在的战略选择、战略制定依据以及实现路径等几个方面进行分析说明，制定出适合企业的竞争战略，并结合下一步的落地和实施，提出相应的观点。通过分析发现，WM公司可以考虑选择差异化的竞争战略，不断完善产品和服务，提升用户体验和客户价值。同时，充分借助新的技术手段，通过不断与新兴技术进行融合，创新产品和服务。第六章在前面价值链的分析基础上，结合WM公司自身的资源基础和核心优势，作者选取了价值链上的一些关键环节，作为WM公司竞争战略实施的重点。主要落实于产品差异化、营销差异化和服务差异化三个方面。产品是WM公司的核心优势之一，也是进行差异化战略的基础，需要从产品定位和产品内容两个方面进行落实。要继续发挥现有优势，强化“一月特训班”在知识传播领域的独特性以及“终身VIP”的引领地位，把新兴技术与课程和产品的设计相结合，不断实现现有产品的更新和迭代。 文章最后对全文作出总结，并得出结论。在综合WM公司的内外部环境，以及基于新的技术环境之下，WM公司可以考虑选择差异化的竞争策略，通过不断与新兴技术进行融合，实现在产品、营销及服务这三个方面的差异化。创新产品和服务，完善以B2B2C为主导的商业模式，不断提升用户的产品体验和满足用户的服务需求，从而建立WM公司在在线教育领域差异化的竞争优势。本文研究结果无论对在线教育企业制定适当的竞争战略，还是基于未来在线教育领域更深层次的研究，都有较大的参考意义和借鉴作用。
英文摘要：	Restricted by various factors such as economy and region, our country always has the problems of unbalanced educational resources and inconsistent structure. The concept of "Internet + education" was first mentioned at the two national meetings held in 2019. The government work report pointed out that we should develop more equitable and quality education in our country, develop Internet +, and promote the sharing of high-quality educational resources. Some online education institutions came into being, and a group of online education enterprises represented by MOOC, Xuetang online and wanmen University (hereinafter referred to as "WM company") developed rapidly. However, in the second half of 2018, the stock price of online education listed companies plunged sharply, the number of investment and financing in the industry showed a significant decline, and a series of company data cost, black PR and other news were frequently exposed. Online education enterprises are experiencing pains in the process of development, which can be described as both opportunities and challenges. This paper is based on this background, in the face of online education enterprise profit model is not clear, the cost of customer acquisition is higher and higher, the development direction has many uncertainties, research how to make effective competitive strategy to guide the next step of enterprise development. Based on the theory of enterprise competitive strategy and the research on the development of online education at home and abroad, the author makes a detailed analysis on the current situation of online education products, competitive environment and strategic choice of WM company. The first and second chapters of this paper explain the research background and significance, research ideas and research methods, give the research framework, and summarize the corresponding theoretical basis and literature review. The third chapter mainly analyzes the external environment of WM company. Through the analysis, it is found that in the external environment of enterprise development, WM company is faced with both huge development opportunities and certain threats. Through the analysis of EFE, WM company has a good market foundation, can effectively avoid risks, and its opportunities are greater than threats. The fourth chapter analyzes the internal environment of WM company by using value chain and other tools. Through the analysis of EEE, the advantages of WM company are greater than disadvantages, which can make better use of its own resources and marketing promotion ability to avoid its disadvantages. The fifth chapter analyzes and explains the existing strategic choice, the basis of strategic formulation and the realization path of WM company, and makes the competitive strategy suitable for the enterprise, and puts forward the corresponding views combined with the implementation and implementation of the next step. Through the analysis, we find that WM company can consider the choice of differentiated competitive strategy, constantly improve products and services, and improve user experience and customer value. At the same time, we should make full use of new technological means and constantly integrate with emerging technologies to innovate products and services. In the sixth chapter, based on the analysis of the value chain, combined with the resource base and core advantages of WM company, the author selects some key links in the value chain as the focus of the implementation of WM company's competitive strategy. It is mainly implemented in three aspects: product differentiation, marketing differentiation and service differentiation. First of all, product is one of the core advantages of WM company, and also the basis of differentiation strategy, which needs to be implemented from two aspects of product positioning and product content. We should continue to give full play to the existing advantages, strengthen the uniqueness of "January special training class" in the field of knowledge communication and the leading position of "lifelong VIP", combine emerging technology with the design of courses and products, and constantly update and iterate the existing products. At the end of the paper, the conclusion is summarized and the prospect is put forward. In a comprehensive WM company's internal and external environment, as well as based on the new technology environment, WM company can consider the choice of differentiated competitive strategy, through continuous integration with emerging technologies, to achieve differentiation in product, marketing and service. Innovate products and services, improve the business model dominated by B2B2C, and constantly improve the user's product experience and meet the user's service needs, so as to establish WM company's differentiated competitive advantage in the field of online education. The results of this paper can be used as a reference for online education enterprises to formulate appropriate competitive strategies, or for further research in the field of online education in the future.
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