安親班創新商業模式可⾏性評估－利害關係⼈視⾓

摘要全球教育現場正面臨一場前所未見的大變動。為防範 COVID-19（新冠肺炎）疫情蔓延，全球從小學到大學，都被迫啟動停課不停學的線上學習潮。這引發研究者開始思考台灣補教產業是否也該有因應疫情的能力，又有多少安親補習班能做到停課不停學？現今，台灣傳統補教業者面臨的挑戰已經不是只有少子女化、激烈競爭，甚至包含線上學習的興起與疫情的挑戰。如何設計出符合未來趨勢的創新商業模式、與產業中的利害關係人合作，擬定未來轉型策略，以達到差異化競爭優勢是企業生存的要素。本研究旨在探討傳統補教業者如何融入線上思維，進行商業模式創新，並透過理論與個案分析進行創新商業模式之可行性評估。個案從傳統安親班經營經驗與對未來趨勢的觀察設計創新商業模式，並以產業價值鏈中的價值單元與開放式創新理論設計訪談，對補教產業中的四類利害關係人，包括投資者、業者、老師、家長進行訪談。運用司徒達賢策略矩陣法中的價值單元分析與比較個案創新前後商業模式的產業價值鏈，並透過藍海策略四項行動架構針對傳統與創新商業模式進行提高、降低、創造、消去，找到創新商業模式的新價值曲線。並運用策略形態的六大構面與策略模組更全面性地擬定未來轉型策略。最後，分析各利害關係人之間的緊張衝突情況，並嘗試擬定創新商業模式下的緊張衝突解決方案。期望透過上述流程，提高個案創新商業模式之可行性。

關鍵字

創新商業模式、策略矩陣法、利害關係人、藍海策略、產業價值鏈、安親班

並列摘要

Abstract The global education scene is facing a major change never seen before. In order to prevent the spread of the COVID-19 epidemic, from elementary schools to universities around the world, they are forced to start a wave of online learning without stopping classes. This has led the author of this research to think about whether Taiwan’s education industry should also be able to respond to the epidemic, and how many day care centers can provide online learning for children? Nowadays, the challenges that education industry in Taiwan faced are not limited to low fertility rate and fierce competition, but even include the rise of online learning and the challenges of the epidemic. How to design an innovative business model that conforms to future trends, cooperate with stakeholders in the industry, and formulate future transformation strategies to achieve differentiated competitive advantages are the keys to the survival of a company. This research aims to explore how traditional education companies can integrate online thinking, carry out business model innovation, and evaluate the feasibility of innovative business models through theory and case analysis. The case studies design innovative business models based on the operating experience of traditional day care center and observations on future trends, and design interviews with value units in the industrial value chain and Open Innovation to interview four types of stakeholders in the education industry, including investors, day care center owners, teachers and parents. The author uses the value unit analysis and analysis of Strategy Matrix Method to compare the industrial value chain of the business model before and after the innovation of the case, and uses the Four Actions Framework of the Blue Ocean Strategy to improve, reduce, create and eliminate the traditional and innovative business models, and find the new innovative value curve of the business model. And use the six aspects of Strategic Forms and strategic modules to more comprehensively formulate future transformation strategies. Finally, analyze the tensions and conflicts between the stakeholders, and try to formulate solutions to the tensions and conflicts under the innovative business model. It is hoped to improve the feasibility of case’s innovative business model through the above process.