自 2016 年，中国全面开放二胎政策的驱动下，学前教育行业充满了新的机遇，大 量投资开始涌入学前教育行业，各类学前教育品牌连锁公司如雨后 春笋般涌现。然而， 在 2018 年 11 月国家发布了鼓励开办普惠非营利性幼儿园政策，规定幼教机构 80%为非 营利性幼儿园（公办园和普惠园），20%为营利性民办幼儿园后，营 利性幼儿园市场份 额开始急剧紧缩。众多学前教育连锁品牌间同时面对市场原有的大量竞争者及限 20%营 利性幼儿园这样被压缩的市场容量的冲击，行业竞争环境愈发激烈，不 少企业因其业绩 不佳而面临倒闭。因此，研究民办营利性幼儿园公司如何提升业绩具有非常重要的意义。 本文将从主营业务为民办营利性幼儿园品牌加盟与服务的 A 公司的经营 实际情况入手， 对 A 公司业绩（营业额和利润）下滑情况展开研究。 本项研究将利用企业诊断理论和诊断方法，通过文献法、问卷法、访谈法对 A 公司 进行调查。本研究结合 PEST、波特五力、SWOT 分析法，对 A 公司的外部、内部环境 因素进行深入分析，并采用波士顿分析法对 A 公司产品进行重新梳理。研究结果表明， 现阶段 A 公司的业绩下滑 不单和外部变化的市场环境有关，同时，也因 A 公司单一业 务难以匹配市场趋势和新的商机，市场营销整体规划不足，机制建设不完善，缺乏有效 的管理和激励机制，人员配置 与企业目标不符等因素密切相关。本文揭示了企业需要持 续关注其宏观市场环境和行业竞争环境，审视内部竞争力和自身存在的问题，在原主营 业务市场潜力欠佳的情况下应及 时进行战略调整。本研究重新定位了 A 公司在新环境下 的战略，即利用其品牌和技术积淀的优势：采取多元化业务布局，发展其早教托育加盟 业务，学前教育机构专项支持服务 业务和线上教育业务；提供差异化的产品匹配市场与 日俱增的差异化需求；系统化市场营销策略，提升定价体系、多渠道创新营销和优化产 品包装；强化目标管理、风险管控、 多样化的激励机制；猎聘与战略相匹配的高端人才 与培养针对性人才，以期在变化市场上抓准新的业务机遇，形成业务的高口碑，实现业 绩的稳定增长，使得企业焕发新的生机 。本研究可提供给学前教育管理公司及民办幼儿 园，在现今环境下一些有益启发，助力营利性民办连锁教育机构的健康发展，实现社会 价值和经济效益的双赢。 关键词：市场分 析；企业诊断；业绩提升II Abstract Driven by the overall implementation of the Two-child Policy across China since 2016, large amounts of investment have begun to flow into the industry of preschool education. Various preschool education companies have sprung up, leading to enormous new opportunities and challenges in the industry of preschool education. In 2018, China issued a policy to encourage the establishment of non-profit inclusive kindergartens. Under the general background of the era, the national policy stipulates that 80% of early education organizations should be non-profit kindergartens (public kindergartens and inclusive kindergartens); whereas the rest 20% of these organizations are for-profit private kindergartens. With the shrinking in the market share of for-profit kindergartens, various early education chain brands have to fiercely compete with one another for the rest 20% of market simultaneously while impacted by national inclusive policies. The ever-increasingly fiercer competition will screen and eliminate a large number of similar education companies; and only companies that are capable of adapting to market changes could achieve long-term development in the competition. Starting from the perspective of A Company, a preschool education franchise chain company focusing on franchise and service of private-owned for-profit kindergarten brand, this paper investigates why the performance (business volume and profits) of A Company declines and how the company could improve its performance under the new policy. By virtue of the business diagnosis theories and methods, this research explores A Company through the method of literature review, questionnaire survey and interview while further analyzing its internal and external environment through PEST analysis, Porter’s Five Forces and SWOT analysis. Meanwhile, the BCG Matrix is adopted to reclassify the company’s products. As indicated by the research results, the performance decline of A Company is not only related to the changing external market environment, but also caused by the single business of the company for it could hardly match with the market tendency and new commercial opportunities, the defective institutional construction, the lack of effective incentive mechanism and the incompatibility between personnel allocation and enterprise strategic goal. This paper reveals that it is necessary for a company to constantly pay attention to its macroscopic market environment and industrial competition market, review its own internal competitivity and problems, adjust its product strategy timely when the market potential of its original product is not promising, strengthen its own institutional construction and improve the abilities of group members to match with the adjusted product strategy. ThisIII research repositions the strategy of A Company under the new environment; i.e. by leveraging its advantage of brand and technology accumulation, A Company could adopt diversified business layout and differentiation strategy to develop its business of early education nursery franchise, business of special support service for preschool education institutions and business of online education.The following measures are suggested for A Company based on this research:to strengthen its strategy and goal management and follow up management accountability; to reinforce its institutional construction like risk control and innovation; to fit to the diversified incentive mechanism; to hunt for high-end talents suitable for the strategy; to cultivate internal talents etc., with the aim to rejuvenate the company. It is also hoped that the paper could provide some beneficial inspiration for preschool education management companies operated under the contemporary context, so as to help for-profit private education institution chains to develop soundly and realize the win-win result of both profit and reputation. Key words: Marketing Analysis; Business Diagnosis; Strategy OptimizationIV 目 录 摘要.............I Abstract ......... II 图表清单.....VII 第一章 绪论..1 1.1 研究背景与意义 ................ 1 1.1.1 背 景.............................. 1 1.1.2 研究意义...................... 1 1.2 文献综述 ............................ 2 1.2.1 学前教育行业发展现 状............................. 2 1.2.2 企业诊断国内外研究现状......................... 3 1.2.3 企业诊断的理论基础.. 4 1.2.4 文献述评...................... 6 1.3 研究内容与方法 ................ 7 1.3.1 研究内容...................... 7 1.3.2 研究方法与路径.......... 8 1.3.3 论文结构安排............ 10 第二章 A 公司 背景及业绩下降情况......................11 2.1 A 公司概况........................ 11 2.1.1 A 公司发展历程 ......... 11 2.1.2 A 公司组织架构 ......... 11 2.1.3 A 公司技术特点 ......... 12 2.2 A 公司的外部环境分析.... 14 2.2.1 宏观环境 PEST 分析. 14 2.2.2 行业竞争环境波特五力分析................... 16 2.2.3 外 部环境分析总结.... 19 2.3 公司业绩情况 .................. 19 2.3.1 与往期业绩纵向对比 19 2.3.2 与竞品公司业绩横向对比....................... 21V 2.4 本章小结 .......................... 23 第三章 A 公司企业诊断与业绩下降原因..............24 3.1 企业诊断思路与方法 ...... 24 3.2 A 公司业绩下降的关键原 因........................... 27 3.2.1 战略规划与市场发展机遇不相称........... 27 3.2.2 产品同质化竞争严重未形成竞争壁垒... 29 3.2.3 市场营销规划欠缺完整 性....................... 30 3.2.4 内部管理机制不完善 32 3.2.5 人力资源与公司发展不匹配................... 35 3.3 本章小结 .......................... 38 第四 章 A 公司战略定位与业绩提升策略..............39 4.1 用多元化业务布局匹配市场新机遇 ............. 39 4.2 用差异化产品形成竞争壁垒 ......................... 43 4.2.1 提供针对不同客户的差异化服务........... 43 4.2.2 创造利于创新迭代的环境和土壤........... 46 4.3 优化市场整体策略规划 .. 46 4.3.1 系统化产品定价体系 47 4.3.2 开拓营销渠道并独立核算分析............... 47 4.3.3 优化宣传物料包装.... 48 4.4 完善内部管理机制建设 .. 48 4.4.1 完善目标管理机制..... 48 4.4.2 建全风险 管理机制..