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论文编号：	13328
作者编号：	2320190627
上传时间：	2022/6/11 17:44:04
中文题目：	JQ教育公司多元化战略研究
英文题目：	Research on diversification strategy of JQ education company
指导老师：	田莉教授
中文关键字：	在线教育；教培行业；战略转型；多元化战略
英文关键字：	online education; Education and training industry; Strategic transformation; Diversification strategy
中文摘要：	教育培训行业在过去的十年有着突飞猛进的发展，仅2020年一年教育行业总融资金额达到539.3亿元，超过过去四年融资金额总和，教育培训行业迅速升温，但问题也随之而来，教育“内卷”现象加剧，电视节目、新媒体平台、公交车站、路牌、小区电梯随处可见教育类广告，尤其是学科教育更是成为继学校之外的第二大“主战场”，家庭对教育的支出也逐渐攀升，教育公平问题凸显。2021 年 7月20日，中公中央办公厅、国务院办公厅共同印发了《关于进一步减轻义务教育阶段学生作业负担和校外培训负担的意见》（以下简称“双减”），新规的出台对教育培训机构的运营发展进行严格的限制，限制主要来自五个方面，即限制运营时间、资金来源、学习内容、产品的定价以及营销等，新东方、好未来、高途等培训机构股票价格大幅下跌，门店纷纷关闭停业，一些地方中小机构，则面临破产倒闭的境地。本论文的主角JQ公司也遭受重大影响，“双减”政策发布前后公司营业收入断崖式下降，公司单一的产品构成极大降低了公司抵御风险的能力，公司迫切的需要寻找破局的方法。本论文以JQ公司为研究对象，探索在后“双减”时代，线上教育机构的战略选择之道，随着环境的变化，JQ公司面临较为严峻的生存压力，那么如何制定符合公司实际的发展战略对JQ公司今后的发展尤为重要。 JQ公司成立于2015年，是一家专门为6-12岁学生提供教育产品与服务的在线教育公司，主要面向学生提供学科类及非学科类的小班在线课程。本文以JQ公司为研究对象，探索后“双减”时代在线教育公司的战略选择路径。论文首先研究公司的外部环境，运用 PEST模型对JQ教育科技公司所处的宏观环境进行了具体的分析，运用波特五力模型对JQ公司的行业竞争环境进行具体分析，给出了公司当前所面临的主要机会与威胁，威胁是“双减”政策带来的一系列影响，政策监管加强，导致公司主营产品收入大幅下滑，所有学科类产品均要合规经营。从竞争环境因素来看，定价权的丧失导致公司对市场购买者的议价能力降低，进一步降低公司的收入和利润，公司如仍保持单一产品的经营战略，将难有出路，应积极探索多元化业务。与此同时，JQ公司也面临发展的机遇，通过分析可以发现，目前较为成熟的互联网技术、巨大的适龄人口基数、人民对教育的需求以及人均教育文娱支出的持续增加，都为公司的经营带来较大的市场空间。从竞争环境因素来看，已有竞争者的退出、潜在进入者的减少、企业成本的降低等，为JQ供公司带来发展上的机遇与利好，应把握机会，稳定主营产品，积极探索多元化业务。其次，对于JQ公司的内部环境进行分析，运用VRIO模型明确公司具备的核心资源及能力优势，分别是组织与人才优势、技术资源能力优势、产品资源优势、客户资源优势以及办学资质优势等，这些竞争优势是公司未来开展多元化战略的重要基础和保障，将为公司的多元化发展持续提供动力。通过本章的分析，为后文多元化战略的选择分析提供了重要的基础和铺垫。 论文第四章对JQ公司为什么选择多元化战略做出了具体的分析，首先从五个方面对公司多元化战略选择的动因进行分析，分别是宏观环境动因、行业环境动因、资源整合动因、利润增长动因、分散风险动因，其次，基于公司的内部外部条件论述了JQ公司实施相关多元化战略的可行性。最后，给出了JQ公司实施多元化战略的目标和具体策略，即制定三步走的多元化发展策略，第一步，以非营利为前提稳定原有主营业务发展，为公司多元化发展提供支撑和保障。第二步，围绕公司核心资源能力布局发展素质类教育多元化、重点布局艺术教育和STEAM教育两个相关多元化项目，增强公司抵御风险的能力，为公司战略转型做支撑，保证公司未来3-6年的整体业务发展。第三步，尝试其它多元化业务，探索软硬件结合的教育智能硬件产品，更好的在家庭教育场景下为用户提供教育服务。通过3-5年发展，帮助公司走出困境，业务结构得到明显改善，公司年总营收达到15亿元，其中原主营项目营收占比降至70%以下，其它多元化项目占比超过30%，逐步成为一家大型综合教育科技公司。 在论文的最后，作者对JQ公司多元化战略实施的保障措施进行论述。从三个方面入手，分别是：优化组织结构完善人才体系培养、加强企业信息系统建设整合系统资源、加强公司品牌建设坚持公益属性办学，通过三个方面的措施保障，确保JQ公司多元化战略的有效实施。 本论文基于教育培训行业当下的环境以及在线教育企业面临的战略转型问题，进行深入的调查和分析,冷静地、审慎地思考教育企业的发展路径，为教育企业在“后双减”时代的转型与战略制定提供建议和解决方案。论文提出了具体的多元化战略的发展策略以及保障措施，帮助教育公司在目前的情况下摆脱困境、保持稳定，利用自身竞争优势，合理分配公司资源、整合资源，积极布局多元化领域进行企业转型，促进公司经营的持续发展。 也希望通过本文的研究能够为同在教育行业的从业者们提供借鉴和参考。论文的撰写仍有诸多不足，希望日后的学习生活中能够继续以JQ企业为例，持续跟踪企业发展，关注行业演变，分析JQ公司多元化战略发展的情况，进一步弥补本论文的缺陷与不足，深入探究多元化战略对企业的发展的深远影响以及如何更好的保障企业多元化战略的实施，不断提升自身对多元化战略的认知和实践。 关键词：在线教育；教培行业；战略转型；多元化战略
英文摘要：	The education and training industry has developed by leaps and bounds in the past decade. In 2020 alone, the total financing amount of the education industry reached 53.93 billion yuan, more than the total financing amount in the past four years. The education and training industry is heating up rapidly, but the problems also follow. The phenomenon of "internal roll" in education is exacerbated, and educational advertisements can be seen everywhere in TV programs, new media platforms, bus stops, street signs and community elevators, In particular, subject education has become the second "main battlefield" after schools. Family expenditure on education has gradually increased, and the problem of educational equity has become prominent. On July 20, 2021, the general office of the CPC Central Committee and the general office of the State Council jointly issued the opinions on further reducing the homework burden and after-school training burden of students in the stage of compulsory education (hereinafter referred to as "double reduction"). The introduction of the new regulations imposes strict restrictions on the operation and development of education and training institutions, mainly from five aspects, namely, limiting the operation time, source of funds, learning content, product pricing and marketing, The stock prices of training institutions such as New Oriental, TAL and GAOTU fell sharply, and their stores closed down one after another. Some local small and medium-sized institutions are facing bankruptcy. JQ company, the protagonist of this paper, also suffered a significant impact. Before and after the release of the "double reduction" policy, the company's operating revenue fell precipitously. The company's single product composition greatly reduced the company's ability to resist risks. The company urgently needs to find a way to break the situation. Taking JQ company as the research object, this paper explores the strategic choice of online education institutions in the post "double reduction" era. With the change of environment, JQ company is facing severe survival pressure, so how to formulate a development strategy in line with the actual situation of JQ company is particularly important for the future development of JQ company. JQ company, founded in 2015, is an online education company specialized in providing educational products and services for students aged 6-12. It mainly provides small class online courses of discipline and non discipline for students. Taking JQ company as the research object, this paper explores the strategic choice path of online education company in the post "double reduction" era. Firstly, the paper studies the external environment of the company, makes a specific analysis of the macro environment of JQ education and technology company by using PEST model, makes a specific analysis of the industry competitive environment of JQ company by using Porter's five forces model, and gives the main opportunities and threats faced by the company at present. The threat is a series of impacts brought by the "double reduction" policy, and the policy supervision is strengthened, resulting in a sharp decline in the income of the company's main products, All discipline products shall be operated in compliance. From the perspective of competitive environment factors, the loss of pricing power leads to the reduction of the bargaining power of the company to market buyers and further reduces the company's income and profit. If the company still maintains the business strategy of single product, it will be difficult to have a way out, and it should actively explore diversified business. At the same time, JQ company is also facing development opportunities. Through analysis, it can be found that the relatively mature Internet technology, the huge base of school-age population, the people's demand for education and the continuous increase of per capita education and entertainment expenditure all bring large market space for the company's operation. From the perspective of competitive environment factors, the withdrawal of existing competitors, the reduction of potential entrants and the reduction of enterprise costs bring development opportunities and benefits to JQ supply company. We should grasp the opportunities, stabilize the main products and actively explore diversified businesses.Secondly, the internal environment of JQ company is analyzed, and the VRIO model is used to clarify the core resources and capability advantages of the company, including organization and talent advantages, technical resource capability advantages, product resource advantages, customer resource advantages and school running qualification advantages. These competitive advantages are an important foundation and guarantee for the company to carry out diversification strategy in the future and will provide driving force for the diversified development of the company. Through the analysis of this chapter, it provides an important foundation and foreshadowing for the choice analysis of diversification strategy. The fourth chapter of the paper makes a specific analysis on why JQ company chooses the diversification strategy. Firstly, it analyzes the motivation of the company's diversification strategy choice from five aspects: macro environment motivation, industry environment motivation, resource integration motivation, profit growth motivation and decentralized risk motivation. Secondly, it discusses the feasibility of JQ company's implementation of relevant diversification strategy based on the company's internal and external conditions. Finally, it gives the objectives and specific strategies for JQ company to implement the diversification strategy, that is, to formulate a three-step diversified development strategy. The first step is to stabilize the original main business development on the premise of non-profit, so as to provide support and guarantee for the diversified development of the company. The second step is to focus on the layout of the company's core resources and capabilities, develop the diversification of quality education, focus on art education and STEAM education, enhance the company's ability to resist risks, support the company's strategic transformation, and ensure the overall business development of the company in the next 3-6 years. The third step is to try other diversified businesses, explore educational intelligent hardware products combining software and hardware, and better provide educational services for users in the context of home education. Through 3-5 years of development, the company has helped the company get out of difficulties, and its business structure has been significantly improved. The company's total annual revenue has reached 1.5 billion yuan, of which the proportion of the original main project revenue has decreased to less than 70%, and the proportion of other diversified projects has exceeded 30%. It has gradually become a large comprehensive education and technology company. At the end of the paper, the author discusses the safeguard measures for the implementation of JQ company's diversification strategy. Starting from three aspects, they are: optimizing the organizational structure, improving the talent system training, strengthening the construction of enterprise information system, integrating system resources, strengthening the company's brand construction, adhering to the public welfare attribute of running a school, and ensuring the effective implementation of JQ's diversification strategy through three measures. Based on the current environment of education and training industry and the strategic transformation problems faced by online education enterprises, this paper makes in-depth investigation and analysis, calmly and prudently considers the development path of education enterprises, and provides suggestions and solutions for the transformation and strategy formulation of education enterprises in the "post double reduction" era. This paper puts forward specific development strategies and safeguard measures of diversification strategy to help education companies get rid of difficulties and maintain stability under the current situation, make use of their own competitive advantages, reasonably allocate and integrate resources, actively layout diversified fields, carry out enterprise transformation, and promote the sustainable development of the company's operation. It is also hoped that this research can provide reference for practitioners in the education industry. There are still many deficiencies in the writing of this paper. I hope to continue to take JQ enterprise as an example, continuously track the enterprise development, pay attention to the industry evolution, analyze the development of JQ company's diversification strategy, further make up for the defects and deficiencies of this paper, deeply explore the far-reaching impact of diversification strategy on the development of enterprises, and how to better ensure the implementation of enterprise diversification strategy, Continuously improve the understanding and practice of diversification strategy. Key words: online education; Education and training industry; Strategic transformation; Diversification strategy
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