Research on Management Strategies of Chinese Education and Training Enterprises under the Background of Epidemic Situation
- Alternative Title
- 중국 교육훈련기업의 경영전략에 관한 연구 -빅테이터 기반의 정밀 마케팅 전략 분석
- Abstract
- With the rapid development of education in China, there are more and more education and training enterprises, and the competition is more and more fierce.The arrival of COVID-19 at the beginning of 2020 has disrupted the pace of people's life and influenced normal social order.With the outbreak and rapid spread of COVID-19 in many parts of the world, the situation is becoming more and more serious, bringing unprecedented impact to Chinese economic activities in all walks of life. Although Chinese governments at all levels have quickly introduced a number of economic policies to support enterprises to resume work and production, and enterprises have actively carried out self-rescue activities, they still face many difficulties and challenges, especially the education and training industry, which has been seriously affected, and many education and training enterprises have closed down. In July 2021, China issued the “Opinions on Further Reducing the Homework Burden of Students in Compulsory Education and the Burden of Off-campus Training”. It is referred to as the “Double Reduction” policy, which is required to standardize the training behavior of education and training enterprises and gradually eliminate all kinds of bad phenomenon existing in the education and training industry. In order to support the national policy, how to standardize and develop existing businesses, appropriately adjust the development direction of enterprises, and formulate effective management strategies have become the key problems to be solved by Chinese education and training enterprises, especially the research on marketing strategy, seems to be of great importance，because it determines the capital chain of enterprises and whether enterprises can continue to survive and develop.
In this dissertation, literature method, case analysis method, interview method and other research and analysis methods are used to study the management strategies of Chinese education and training enterprises. Combined with the current epidemic situation and the status quo of education and training industry, PEST analysis method and Porter's Five Forces model analysis method are used to study the market of Chinese education and training industry and analyze the impact of the epidemic on the internal and external operation and management strategies of the education and training industry to find solutions. On this basis, taking Y Education Group as an example, the SWOT analysis method is used to analyze the internal and external environment of the fine operation and management of Y Education Group, and it is pointed out that Y Education Group has the resources and ability to develop online education. By using the interview method, through field interviews with employees and department teams of Y Education Group, to understand the organizational structure framework, development status and process of Y Education Group, collect and analyze relevant data within Y Education Group, study the potential problems and advantages in the operation and management , put forward the importance of Y Education Group to continuously increase the investment in online education and training, the necessity of expanding the scale of running schools, and the urgency of implementing the diversification of educational products, and point out that OMO mode, that is, the combination of online and offline teaching mode, is the best way for most education and training enterprises to get out of the plight of the epidemic.In the face of Chinese “Double Reduction” policy, it is proposed to make good use of the capital, experience, facilities and equipment accumulated by Y Education Group for many years, continuously standardize the existing business according to relevant requirements, develop in the direction of quality education and training, and gradually shift the focus to business sections such as vocational education and training, international study abroad education and postgraduate pre entrance examination training etc., gradually realize stable transformation, support the national policy and achieve long-term development.In view of the current complex situation, using the analytic hierarchy process (AHP), to set up model analysis, help Y Education Group to find their own accurate positioning, marketing strategy, optimize service mode, in order to increase the value of education and training, promote the all-round development of students, set up their own technical entry barriers, gain the core competitiveness in the market. Based on big data theory and precision marketing theory, Y Education Group management strategies are proposed from four aspects of market segmentation, market positioning, target users and user operation.The research of this dissertation can provide reference and enlightenment for other education and training enterprises to get out of the plight of epidemic situation as soon as possible and develop rapidly .
Keywords: Epidemic; Education and Training; Management Strategy; Big Data; Precision Marketing
- Issued Date
- 2022
- Awarded Date
- 2022. 2
- Type
- Dissertation
- Publisher
- 부경대학교
- Affiliation
- Pukyong National University,Graduate School of Management of Technology
- Department
- 기술경영전문대학원 기술경영학과
- Advisor
- Young Seok Ock
- Table Of Contents
- I. Introduction 1
1.1 Research Background and Significance 1
1.1.1 Research Background 1
1.1.2 Research Significance 6
1.2 Literature Review 8
1.2.1 Relevant Research on Online Education and Training Industry under the Background of Epidemic Situation 8
1.2.2 Related Research on Technology Management 13
1.2.3 Summary of Literature Review 19
1.3 Research Contents and Methods 20
1.3.1 Research Contents 20
1.3.2 Research Methods 21
1.4 Research Innovation and Deficiency 22
1.4.1 Research Innovation 22
1.4.2 Deficiency 23
II. Overview of Relevant Theories 24
2.1 Overview of Management Strategies 24
2.1.1 Definition of Management Strategies 24
2.1.2 Forms of Management Strategies 24
2.1.3 Characteristics of Management Strategies 25
2.1.4 Levels of Management Strategies 26
2.2 Theories Related to Management Strategies 28
2.2.1 Marketing Strategy 28
2.2.2 Brand Management Strategy 29
2.2.3 Human Resource Strategy 30
2.2.4 Competitive Strategy Theory 30
2.3 Big Data Theory 31
2.3.1 Concept of Big Data 31
2.3.2 Main Features of Big Data 33
2.4 Precision Marketing Theory 36
2.4.1 Connotation of Precision Marketing 36
2.4.2 Relevant Theories of Precision Marketing 37
2.4.3 Implementation Strategy of Precision Marketing 40
III. Overview of Chinese Education and Training Industry before and after Epidemic Impact 42
3.1 Development of Chinese Education and Training Industry before Epidemic Impact 42
3.1.1 Development Scale 42
3.1.2 Business Structure 42
3.1.3 Economic Benefits 43
3.1.4 Employees 44
3.2 Development of Chinese Education and Training Industry after Epidemic Impact 46
3.2.1 Development Scale 46
3.2.2 Business Structure 46
3.2.3 Economic Benefits 48
3.2.4 Employees 50
3.3 Epidemic Impact on Education and Training Industry 50
3.3.1 The Most Direct Impact: the Change of Teaching Mode 50
3.3.2 The Most Urgent Transformation: the "Anchor" Ability of Teachers 51
3.3.3 Core Effect: Changes in Teaching Content 52
3.3.4 “Reasonable” Impact: Online Education Enterprises Grab Students 53
3.3.5 “Unexpected” Impact: Online Education and Training Enterprises Increase Stratification 55
3.3.6 Most Lethal Impact: Expansion Pace and Cash Reserves 56
3.3.7 Influence of Mode: OMO Mode of “Offline + Online” has Become the Mainstream 57
3.3.8 Influence of Customers: Third-tier and Fourth-tier Cities will Become the Incremental Source of Market Expansion 58
IV. Analysis of the Environment Faced by Y Education Group after Epidemic Impact 60
4.1 Macro External Environment Analysis 60
4.1.1 Political Environment (P) 60
4.1.2 Economic Environment (E) 64
4.1.3 Social Environment (S) 66
4.1.4 Technical Environment (T) 71
4.2 Meso Industry Environment Analysis 73
4.2.1 Existing Competitors 73
4.2.2 Threats from Potential Competitors 74
4.2.3 Threat of Substitutes 75
4.2.4 Bargaining Power of Demanders 76
4.2.5 Bargaining Power of Suppliers 77
4.3 Microscopic Enternal Environment Analysis 77
4.3.1 Advantage S Analysis 77
4.3.2 Weak W Analysis 79
4.3.3 Opportunity O Analysis 85
4.3.4 Threat T analysis 86
V. Development of Y Education Group after Epidemic Impact 92
5.1 Basic Information 92
5.2 Service Structure 93
5.3 Economic Benefits 94
5.4 Staff Composition 95
5.5 Organization Structure 97
Ⅵ. Implementation of Management Strategies of Y Education Group after Epidemic Impact 99
6.1 Marketing Strategy 99
6.1.1 Pricing Strategy 99
6.1.2 Channel Strategy 99
6.1.3 Promotion Strategy 101
6.2 Human Resource Strategy 104
6.2.1 Organizational Structure Reform 104
6.2.2 Personnel Training Reform 106
6.2.3 Incentive Mechanism Reform 107
6.3 Financial Management Strategy 107
6.3.1 Number Control of Institutions 107
6.3.2 Actively Financing 108
6.3.3 Handling Inefficient Assets 109
6.4 Competitive Strategy 110
6.4.1 Differentiation 110
6.4.2 Diversification 113
6.4.3 Technicalization 115
6.5 Brand Strategy 116
6.5.1 Strengthen Brand Planning 116
6.5.2 Strengthen Brand Maintenance 124
6.5.3 Strengthen Brand Innovation 126
Ⅶ. Competitiveness Evaluation of Y Education Group after Epidemic Impact 130
7.1 Evaluation Method: Analytic Hierarchy Process (AHP) 130
7.1.1 AHP Method Introduction 130
7.1.2 Principle of AHP Model 131
7.2 Big data Collection and Processing 139
7.3 Empirical Process 145
7.3.1 Calculate the Weighted Standardized Judgment Matrix 145
7.3.2 Determine the Positive and Negative Ideal Solutions 146
7.3.3 Calculate the Euclidean Distance between the Target Value and the Ideal Value 147
7.4 Conclusion and Analysis 147
7.5 Countermeasures and Suggestions 149
7.5.1 Market Segmentation under the Background of Epidemic Impact 150
7.5.2 Build User Portraits to Clarify Market Positioning 151
7.5.3 Obtain Target Users Based on User Portraits 156
7.5.4 Achieve Precision Marketing with the Help of Big Data 157
Ⅷ. Conclusion and Future Direction 161
8.1 Conclusion 161
8.2 Future Direction 165
References 169
Acknowledgements 182
- Degree
- Doctor
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