重庆理工大学
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摘要
摘要
近年来，由于我国逐渐步入老龄化社会，并且人口呈现长期下降的趋势，人口红
利逐渐消失，在此背景下，国家逐步开放三胎政策，并且要求相关配套逐步完善，在
此政策背景下，我国民办幼儿教育快速发展，不论办学规模、办学质量近年均呈现不
断发展的态势，幼教育市场增量空间巨大。然而紧随而来的行业竞争越发激烈，受相
关政策规范的影响，幼儿教育培训行业竞争格局开始改变，许多民办教育企业都面临
空前的挑战，特别是部分企业在此背景下没有能够深入理解国家政策导向和市场需
求，导致企业的发展战略发生偏差，一味地维持原先经营模式，最终导致错失良机，
甚至于被市场所淘汰。本文旨在通过以 TD教育公司现行战略的分析，找出因现行战
略导致在经营中出现的问题，并重新制定与现在整体环境所匹配的战略，为该企业在
后续经营中能够在此行业中屹立不倒，从而获取更广阔的发展空间。
笔者首先对明确了本文的研究背景和意义，并基于民办教育发展、企业发展战略
和幼儿教育战略的基础上确定了研究思路与方法。其次，充分运用 PEST分析、五力
模型和 SWOT分析工具，再结合 TD教育公司实际情况对该公司内外部环境进行了
详细的梳理和分析。然后根据相关分析结论，提出了战略转型的具体动因，并选定
TD教育公司在未来的战略为密集型发展战略和提出了战略转型后的效果。接着根据
战略转型的需要，提出了从企业文化、企业制度、品牌管理、资金运行和推行互联网
教育总共五方面的战略保障措施，以确保 TD教育公司在战略转型后在市场竞争中能
够迎来新的高度。最后提出了研究结论与展望，并希望通过对 TD教育公司发展战略
的转型研究为同样是幼儿教育的企业提供参考。
关键词：幼儿教育；战略转型；密集型发展战略；战略保障
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Abstract
ABSTRACT
In recent years, due to the gradually aging society in our country, and long-term
downward trend, population demographic dividend gradually disappear, in this context,
countries gradually open three one-child policy, and gradually improve related, under the
background of this policy, our country private early childhood education fast development,
no matter the scale of higher education, educational quality in recent years have seen
growing trend, There is huge incremental space in the market for early childhood education.
Followed by the increasingly fierce competition in the industry, however, the influence of
the relevant policy specification, early childhood education and training industry
competition pattern began to change, many non-governmental education enterprises are
facing unprecedented challenges, especially some enterprises under the background of this
hasn't been able to deep understanding of national policy guidance and market demand,
cause a deviation of the enterprise development strategy, to maintain the original business
model blindly, Eventually lead to measures good opportunity, even by the market out. This
paper aims to find out the problems caused by the current strategy in the operation of TD
education company through the analysis of the current strategy, and re-formulate the
strategy that matches the current overall environment, so as to enable the enterprise to
stand firm in the industry in the follow-up operation, so as to obtain a broader space for
development.
The author first clarified the research background and significance of this paper, and
determined the research ideas and methods based on the development of private education,
enterprise development strategy and early childhood education strategy. Secondly, it makes
full use of PEST analysis, five forces model and SWOT analysis tools, and then combing
and analyzing the internal and external environment of TD Education company in detail.
Then, according to the relevant analysis conclusions, it puts forward the specific reasons
for the strategic transformation, and selects TD education company as the intensive
development strategy in the future and puts forward the effect after the strategic
transformation. Then, according to the needs of strategic transformation, it puts forward
five strategic safeguard measures from corporate culture, corporate system, brand
management, capital operation and Internet education, in order to ensure that TD education
company can usher in a new height in the market competition after strategic transformation.
III
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