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    題名: 臺灣補教產業達成優質經營競爭策略之研究 : 以S教育機構為例
    其他題名: Research on achieving high-quality competitive management strategy in remedial education industry in Taiwan : a case study on institution S
    台灣補教產業達成優質經營競爭策略之研究 : 以S教育機構為例
    作者: 賴惠秋;Lai, Hui-Chiu
    貢獻者: 淡江大學國際企業學系碩士在職專班
    林志鴻;Lin, Jyh-Horng
    關鍵詞: 補教產業;優質教育;使命陳述;競爭策略;Remedial education industry;Quality education;Mission Statement;Competitive Strategy
    日期: 2012
    上傳時間: 2013-04-13 10:53:52 (UTC+8)
    摘要: 本研究針對近年來補教產業在面臨少子化的衝擊及連鎖加盟體系經營模式的盛行擴展下,探討補教業者如何力求改變經營型態,做出有利企業本身的競爭策略,提升經營績效。俾以分析企業在面臨本身自有品牌與加盟品牌是否相輔相成並存,並藉由優質教育的推動達成經營競爭策略。

    本研究藉由一特定補習教育機構為個案研究探討對象,對個案教育機構 以優質教育達成經營競爭策略進行研究。採用Lin and Pao (2004)提出之策略管理架構,歸納出企業競爭策略形成之重要相關因素,以提供補習教育產業相關參考。本研究採探索性的個案研究法,透過國內外相關文獻探討、初級資料及次級資料的蒐集,經由本研究之探討,歸納結論如下:

    一、在企業使命陳述之下,綜合內部環境、外部產業環境及總體環境的分析評估後,歸納出競爭策略形成之重要考量因素:在內部環境面為「專業師資教學團隊」,在外部產業環境面為「加盟體系品牌優勢」,在總體環境面為「少子傾向多元需求」。總結前述三大重要因素,個案教育機構之競爭策略係透過「精實深耕既有學員」來達成優質教育為經營之策略。

    二、以個案S教育機構之使命陳述下—「成為新北市最優質專業補習教育機構」,評估其內部環境、外部產業環境及總體環境,歸納出競爭策略形成要素模型,分析該教育機構在最佳競爭策略形成後,適合推動幼兒全人教育為其特定策略。
    In view of the impact of low fertility on remedial education institutes, as well as the expanding popularity of franchise system business model, this research aims to discuss how the industry seeks changes in the management style, in order to make a competitive strategy which not only benefits the industry itself, but also improves its business performances. It analyses whether the original main brand and the franchise brand could be complementary and coexistent, and the achievement of competitive strategy through promotion of quality education.

    This research, based on a specific remedial education institution, as a case study, investigates the achievement of competitive strategy through promotion of quality education. It adapts Lin and Pao’s (2004) strategy management framework, the key factors in industrial competitive strategy formation are summed up, and these provide references to the remedial education industry. This research uses the exploratory case study method; through the domestic and foreign literature, primary and secondary data collection, this research concludes the following:

    1.Under industrial mission statement, the internal environment, the external industrial environment, and the overall environment are analyzed and evaluated, there the key factors of competitive strategy formation are summed up: “professional teaching team” in the internal environment, “franchise brand advantages” in the external industrial environment, and the “low fertility, diverse needs” in the overall environment. To conclude the three key factors mentioned, competitive strategy of the case study institution achieves their goal of quality education through “maintaining and satisfying existing students.”

    2.The mission statement of Institution S is as follows: “To become in the most professional quality education institution.” After analyzing its internal environment, external industrial environment, and the overall environment, the model of key factors for a competitive strategy is summed up. After the institution forms the best competitive strategy, it is appropriate to make the promotion of Whole Child Education its specific strategy.
    顯示於類別:[國際企業學系暨研究所] 學位論文

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