高頓教育集團發展戰略研究

隨著中國經濟的高速發展並高度全球化和我國民辦教育興起，在中國的會計制度不斷完善和稅收改革不斷深化的情形下，順應時代大潮，財稅培訓作為職業教育中一個細分行業應時而生，上海高頓教育集團異軍突起。從1982年，彭真委員長在《關於中華人民共和國憲法修改草案的報告》中提出“兩條腿”辦教育的方針，拉開中國民間力量開辦民辦教育的序幕，到2002年頒佈的《中華人民共和國民辦教育促進法》，極大地調動全社會各方面辦學的積極性，增加了全社會對教育的投入，教育的供給方式也呈現出多樣性和選擇性。在如此宏大的背景之下，教育行業未來的改革、發展、創新將是教育行業和高頓教育面臨的大課題，這一課題不僅需要從實踐中提煉昇華，更需要再回到實踐中加以驗證。對於教育行業的未來發展，我們不僅要大膽探索，更要敢於創新，實踐出真知，只有對實踐的總結才能書寫出有現實指導意義的更加系統化的發展戰略理論框架。作為財稅培訓領域的一面旗幟，近年來高歌猛進的高頓教育的發展戰略引起了我們特別關注。本文將分為七個部分：第一部分是緒論，我們將對文章的寫作背景、研究方法與意義等進行基礎性的陳述；第二部分屬於基本概念，對教育及民辦教育兩個專業名詞從幾個主要層次進行解析；第三部分是高頓教育的外部環境分析，包括宏觀環境和產業環境分析；第四部分是內部資源能力和利益攸關者期望分析，著重從高頓教育內部資源的可獲得性、調動能力與資源的協調性方面進行挖掘；第五部分是本文的核心內容，該部分明確提出了高頓教育的戰略定位、戰略目標和戰略規劃體系以及具體的戰略實施舉措；第六部分屬於具體的戰略落地措施，從每個節點上實施各項具體策略；第七部分為高頓教育發展戰略的未來研究留白，也為未來進一步的研究指明方向。本文可能的貢獻在於四個方面：一是明確了中國教育行業正處於歷史性的重要發展階段，一方面政府不斷深化教育改革，另一方面國家推動教育出口，本世紀必將掀起一個漢文化國際化熱潮；二是對高頓教育的產業環境進行了分析，並識別出了影響高頓教育戰略群組劃分的最重要因素，並由此對高頓教育所屬的戰略群組進行多角度分析；三是運用VARIO分析框架進行比較完備的分析，對高頓教育有形資源與能力、無形資源與能力進行了歸納和分析；四是在教育行業多元化、規模化、市場化、智能化的發展背景下，我們對發展戰略的定位和選擇進行了分析。然而，由於未來市場存在不確定性，以及教育改革的力度和方向不甚明朗，我們的研究必然帶有主觀判斷性和局限性。本文對高頓教育的全面分析和對未來戰略問題的明確定性和前瞻性思考，對高頓教育和個人都是極具價值的。

關鍵字

高頓教育；財稅培訓；完全競爭；民辦教育；多元化戰略；發展戰略

並列摘要

With the rapid development of China's economy and its high degree of globalization and the rise of our national education, fiscal and taxation training is a sub-sector of professional training in vocational education. Under the continuous improvement of China's accounting system and the deepening of tax reform, Shanghai Golden Education Group has sprung up. From 1982, Chairman Peng Zhen put forward the "two-legged" education policy in the "Report on the Draft Constitution of the People's Republic of China", which opened the prelude to the private education of China to launch private education. The Law of the People's Republic of China on Private Education Promotion has greatly mobilized the enthusiasm of all aspects of running a school, increased the investment of education in the whole society, and the supply of education has also shown diversity and selectivity. Under such a grand background, the future reform, development and innovation of the education industry will be a major issue facing the education industry and Golden Education. This topic not only needs to be refined from practice, but also needs to be repeated in practice. . For the future development of the education industry, we must not only explore boldly, but also dare to innovate. Practice can only be true. Only a summary of practice can portray a more systematic development strategy theoretical framework with realistic guiding significance. As a banner in the field of fiscal and taxation training, the development strategy of Golden Education, which has triumphed in recent years, has drawn our special attention. This article will be divided into seven parts: The first part is the introduction, we will lay a foundation for the basic writing of the article's writing background, research methods and significance; the second part belongs to the basic concept, the two professional terms for education and private education from Several major levels are analyzed; the third part is the external environment analysis of Golden Education, including macro environment and industrial environment analysis; the fourth part is the analysis of internal resource capacity and stakeholder expectations, focusing on the internal resources of Golden Education. The excavation of availability, mobility and resource coordination; the fifth part is the core content of this paper. This part clearly puts forward the strategic positioning, strategic goals and strategic planning system of Golden Education and specific strategic implementation measures. The six parts belong to specific strategic measures, and each specific strategy is implemented from each node. The seventh part sets an open window for the future research of Golden Education development strategy, and points out the direction for further strategic research in the future.The possible contributions of this paper are four aspects: First, it is clear that China's education industry is at an important stage of innovation and transformation; second, it analyzes the industrial environment of Golden Education and identifies the strategic group that influences Golden Education. The most important factor, and thus the classification of Golden Education into five strategic groups; the third is to use the VARIO analysis framework for a more complete analysis, the high-tang education tangible resources and capabilities, intangible resources and capabilities were summarized and analyzed Fourth, in the context of the diversified, large-scale, market-oriented, and intelligent development of the education industry, we have analyzed the positioning and choice of development strategies. However, due to the uncertainty of the market in the future, and the intensity and direction of education reform, our research is bound to have subjective judgment and limitations. This article's comprehensive analysis of Golden Education and its clear-cut and forward-thinking thinking about future strategic issues are of great value to Golden Education and individuals.