I 摘要 近年来，随着中国的教育技术和教培行业的迅猛发展，教育培训行业被广 泛认为已经成为了最具发展前景的朝阳产业，教育培训机构几乎在全国一夜之 间“遍地开花”，如雨后春笋般不断涌现。根据中国经济生活大调查所公示的统 计资料显示，在2020年全民人均消费排行榜中，位列前三甲的分别是教育培训、 住房和健康养生，以往的教育和培训一直都保持着5名以后，这一次却直接跃 升到了榜首，凭借着44％的比例已经超越了住房的31.53％，出乎大家的意料， 这也给教育培训业的发展提供了强大支撑。目前课外辅导教育培训机构的行业 格局仍然会长期存在，并且保持高度分散的状态，由于K-12课外辅导市场准入 门槛不高，只要自己学习好，会指导，随便都可以开个班。许多投资者都看好 这个行业，纷纷在中国各地开设了一些专门为不同群体服务的教育培训机构。 然而，随着教培行业数量增加，市场竞争更加激烈，消费者变得更加理性，政 府的监管日益严格，教培服务行业正在走向一个仅靠其广告数量大且能够快速 实现规模化扩张的时期，进入了具有较高教学品牌影响力、品牌效应及综合管 理实力的市场竞争时期。 ZN教育目前已在云南、广西和贵州等多省区陆续开设了近150家直营分校， 其中云南省86家、广西17家、贵州省45家。目前共有在校生5万余人，教职 工3,000余人，2019年营业收入突破1.6亿。由于不同的地区和市场的特殊性， 在进入广西、贵州一些三四线城市时，ZN教育其传统商业模式已经难以能够有 效支撑和推动促进企业的发展，ZN教育又到底应当如何优化和创新传统的商业 模式，是一个重要而值得我们深入探讨和研究的课题。本文总体划分为六个部 分，将ZN教育作为主要的研究对象，结合商业模式等理论运用案例分析、问卷 调查等多种方法，从教育培训行业的商业模式发展角度出发，结合现行K-12教 培行业中最为主流的商业模式，通过“商业模式画布”，详细梳理了ZN教育目 前的商业模式中可能存在的一些问题和缺陷，以及存在问题的主要原因，并与 头部教育培训机构的其他主流商业模式进行对比，从经营管理、客户服务、财 务管理三个层面进行调查、研究和分析，梳理其存在的问题，针对现行商业模 式提出明确的优化策略。旨在为ZN教育的管理决策层提供切实可行的商业模式 优化建议，为企业管理层、决策层对企业发展的战略性和方向性提供支持。 摘要 II 关键词：教育培训机构；商业模式；商业模式画布；文献共被引；CiteSpace； 知识图谱 ABSTRACT III ABSTRACT In recent years, with the rapid development of China's education technology and education training industry, it is widely considered to have become the most promising sunrise industry, education and training institutions almost overnight "everywhere", such as bamboo shoots after a spring rain continue to spring up. According to the statistics released by the China economic life survey, In the 2020 national average consumption list, the top three are education and training, housing and health care. In the past, education and training have always been in the top five, but this time it directly jumped to the top. With 44% of the proportion, it has surpassed 31.53% of housing, which is beyond everyone's expectation. This also provides a strong support for the development of education and training industry. At present, the industry pattern of after-school tutoring education and training institutions will still exist for a long time and maintain a highly dispersed state. Because the entry threshold of K-12 after-school tutoring market is not high, as long as you study well and can guide, you can open a class at random. Many investors are so bullish on the industry that they have set up a number of educational and training institutions across China that cater to different groups. With increase in the number of teaching culture industry, however, more intense competition in the market, consumers become more rational, government regulation is increasingly strict, teach from the service sector is heading for a big merely by the number of ads and fast to realize scale expansion, entered the brand influence, brand effect with high teaching and comprehensive management strength of market competition. Up to now, ZN Education has opened nearly 150 direct branch schools in Yunnan, Guangxi and Guizhou provinces and regions, including 86 in Yunnan, 17 in Guangxi and 45 in Guizhou. At present, there are more than 50,000 students and more than 3,000 faculty and staff. In 2019, the operating revenue has exceeded 160 million. Due to the particularity of different areas and markets, in the guangxi, guizhou, some low-tier cities, with its traditional business model is difficult to effectively support and promoting the development of the enterprise, with recent education training ABSTRACT IV institutions and what should be how to optimization and innovation of the traditional business model, is an important and worthy of our in-depth discussion and research topic. This paper is generally divided into six parts, taking ZN education as the main research object, combining business model theory with case analysis, questionnaire survey and other methods, starting from the perspective of the development of the business model of the education and training industry, combining with the most mainstream business model in the current K-12 education and training industry, through the "business model canvas", it analyzes in detail some possible problems and defects in the current business model of ZN education, as well as the main reasons for the problems, and compares it with other mainstream business models of the head education and training institutions. Conduct investigation, research and analysis from three levels of operation management, customer service and financial management, sort out its existing problems, and put forward clear optimization strategies for the current business model. The aim is to provide feasible business model optimization suggestions for the management and decision-making level of ZN Education, and to provide support for the strategic and directional development of the enterprise by the management and decision-making level of the enterprise. Key Words: Educational Institution; Business Model; Business Model Canvas; Reference Co-Citation Analysis; CiteSpace; Mapping Knowledge Domain 目录 V 目 录 摘要 ............... I ABSTRACT III 第一章 绪论 ......................... - 8 - 第一节 背景与意义 ........................ - 8 - 一、研究背景 ..................... - 8 - 二、研究意义 ..................... - 9 - 第二节 方法与技术路线 .............. - 12 - 一、研究方法 ................... - 12 - 二、技术路线图 ............... - 13 - 第三节 结构与创新点 .................. - 16 - 一、论文结构 ................... - 16 - 二、本文可能的创新点 ... - 16 - 第二章 基于CiteSpace的商业模式研究综述 - 17 - 第一节 研究方法与工具 ................ - 17 - 第二节 数据来源及预处理 ............ - 18 - 第三节 商业模式研究的基本可视化分析 ................... - 19 - 一、整体趋势分析 ........... - 20 - 二、研究方向分析 ........... - 21 - 三、合作网络分析 ........... - 22 - 四、基于关键词共现的商业模式研究热点分析 ......................... - 26 - 五、商业模式知识基础及研究演化分析 ...... - 29 - 六、商业模式新兴领域与趋势分析 .............. - 37 - 七、总结 ........................... - 38 - 第三章 概念界定与理论基础 .......................... - 45 - 第一节 K-12课外辅导机构 ......... - 45 - 一、K-12课外辅导机构概念界定 ................. - 45 - 二、K-12课外辅导机构发展历程 ................. - 46 - 目录 VI 三、K-12教育行业现状 .. - 48 - 四、K-12发展的底层逻辑和催化剂 ............. - 51 - 第二节 商业模式 .......................... - 52 - 第三节 商业模式画布 .................. - 53 - 一、价值主张 ................... - 54 - 二、客户细分 ................... - 54 - 三、渠道通路 ................... - 54 - 四、客户关系 ................... - 55 - 五、收入来源 ................... - 55 - 六、核心资源 ................... - 55 - 七、关键业务 ................... - 55 - 八、重要伙伴 ................... - 55 - 九、成本结构 ................... - 56 - 第四章 基于商业模式画布的ZN企业现状及问题分析 .............. - 58 - 第一节 ZN企业概况 .................... - 59 - 一、企业介绍 ................... - 59 - 二、ZN教育商业模式基本情况 .................... - 59 - 第二节 经营管理模块分析 .......... - 60 - 一、关键业务分析 ........... - 60 - 二、核心资源分析 ........... - 64 - 三、重要合作分析 ........... - 67 - 第三节 客户服务模块分