學前教育營運模式變革之研究
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2016
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Abstract
在少子化的影響下，幼教市場顯得更加競爭激烈，傳統的經營策略已不能滿足社會需求。私人辦學不再只是保育或是教育而已，所提供更多的服務是完善的親職教育與社教活動的串連。面對社會結構轉變為少子化的趨勢，學前教育產業需要面對教育理念的規範、課程規劃的轉型、人力資源發展以及產業結構轉型的議題，方能為幼教產業開啟另一大門。
本研究以A幼兒園為個案，探討其教育產業營運模式從過去到現在的改變，透過其幼兒園的教育理念與課程規劃，與以藝術為前提的教學特色發展過程中，在管理與經營等策略相互支援與發展模式中，其機構在產業的(1) 市場機會 (2) 競爭優勢(3) 定位與價值主張 (4) 經營策略(5) 組織發展，等所具備的優勢來做為討論，並探索個案在兒童教育產業中，其未來應面對的挑戰與執行策略。
One of the impacts of Taiwan's declining birth rate has been that the preschool market has become vastly more competitive; a result of this is that traditional business strategies have not been able to meet the needs of said industry. Private education is no longer merely a matter of providing day-to-day childcare services but also one of assisting parents with their parenting needs - via closer parent/teacher communication. Social immersion/social bonding activities are other ways for schools to draw people into their mandate and their day-to-day functions. The trend of low birth-rates requires that we radically restructure industry concepts and strategies, as well as rethink curriculum planning and human resource development in order for the childhood education industry to survive. In our current study, we will look at a kindergarten business model as a jumping off point with which to explore the education industry in depth, from past to present times, using artistic education as a locus of educational development. Such a managerial and operational model which supplies strategies applying mutual support and development will substantially aid the entire industry by revealing the following: (1) marketing opportunities for said industry (2) a method by which to gain competitive advantage (3) an acquisition of knowledge from which to develop data to use to even further develop competitive advantage (4) a business strategy to follow (5) an organizational development as model for discussion on which to apply similar strategies on which to base various business strategies, strategies for children’s education, and the advantages of those strategies and how to face the challenges for the future of the industry as a whole.
One of the impacts of Taiwan's declining birth rate has been that the preschool market has become vastly more competitive; a result of this is that traditional business strategies have not been able to meet the needs of said industry. Private education is no longer merely a matter of providing day-to-day childcare services but also one of assisting parents with their parenting needs - via closer parent/teacher communication. Social immersion/social bonding activities are other ways for schools to draw people into their mandate and their day-to-day functions. The trend of low birth-rates requires that we radically restructure industry concepts and strategies, as well as rethink curriculum planning and human resource development in order for the childhood education industry to survive. In our current study, we will look at a kindergarten business model as a jumping off point with which to explore the education industry in depth, from past to present times, using artistic education as a locus of educational development. Such a managerial and operational model which supplies strategies applying mutual support and development will substantially aid the entire industry by revealing the following: (1) marketing opportunities for said industry (2) a method by which to gain competitive advantage (3) an acquisition of knowledge from which to develop data to use to even further develop competitive advantage (4) a business strategy to follow (5) an organizational development as model for discussion on which to apply similar strategies on which to base various business strategies, strategies for children’s education, and the advantages of those strategies and how to face the challenges for the future of the industry as a whole.
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學前產業, 少子化, 營運模式, 幼兒教育, 學前教育, Early Education industry, Low Birth Rates, Business Model, Early Education, Preschool