| 摘要: | 本文從環境條件與競爭策略的觀點來探討幼兒教育產業之競爭策略，並以幼兒教育業者作為實證樣本，並透過專家學者意見進行深度訪談來加以驗證。在因應環境資源、改變的策略分析上，指出幼兒教育業者可經由合作擴大市場需求，環境變異對具有規模的幼兒教育業者而言是較不重要的，而是專注於組織內的管運範疇和營運機制，以爭取更多的資源來採取因應策略，例如：採取合作方式，這策略是為了擴大市場需求及分散風險所致，以避免幼兒教育產業環境的不確定性（例如少子化趨勢）。另外，幼兒教育業者為了永績經營，必須因應幼兒教育產業特性追求最適組織規模，而獲得更多的資源、以利企業經營；幼兒教育業者為求生存並不能僅侷於環境資源、條件的考量，而需要考量組織內部因素如技術創新、經營團隊及競合關係等。最後，根據本文之實證結果，提出管理涵義以供參考：大型幼兒教育業者與中小型幼兒教育業者之競爭策略是要有所區隔，避免資源的浪費與競爭。大型幼兒教育業者必須暸解客戶需求，考量客戶觀點，結合專業人才與全球資源為客戶提供量身打造的「客製化服務」；使台灣幼兒教育業者成為「品質、服務最優質的幼兒教育業者」。中小型幼兒教育業者未來之競爭策略重點應朝向：1.提升服務品質，建立完整的管理制度。2.充實專業助理人員。3.加強幼兒教育人員之培育及研究發展，降低幼兒教育人員流動性。4.充實幼教老師陣容，專長分工化，擴大服務範圍。5.教育管理及教材資訊化。
The purpose of this research aims at exploring the competition strategy of child education sector at the aspect of industry dynamics, resource availability and environmental conditions and competition strategy. Child education proprietors are applied to the case study, and then the opinions of experts and scholars through in-depth interviews are verified. Analysis of dealing with changes of environmental resources shows that child education proprietors may expand the market demand through cooperation. In addition, the construct of environmental variation is less significant for sized child education proprietors. Instead, the proprietors should focus on operational scopes and operating mechanism in the organization to seek more resources and strategies to deal with, such as a cooperative approach. The strategy is to expand the demand in the market and diversify the risk occurring so as to avoid the uncertainty in the child education sector (e.g., the trend of low birth rate). In addition, to have sustainable management on child education, proprietors must respond to the features of child education sector in pursuit of optimal organizational size. They thus can obtain more resources for better business operation. To fight for survival, child education proprietors should not simply consider the conditions of environmental resource. Moreover, they are required to consider inner factors of organization, such as technological innovation, management team and competing relationships, etc.Finally, based on empirical results of this paper, we have proposed management implications for reference: the competition strategies between large-scale education proprietors and mall-and-medium child education proprietors should be segregated to avoid waste of resources and competition. Large-scale child education proprietors must understand customer needs, consider the client's perspective, and combine with the expertise and global resources to provide customers with tailor-made "customized services". By doing so, Taiwan can become "excellent child education proprietors in both quality and service". The future competition strategies for mall-and-medium child education proprietors should focus on: 1. the enhancement of service quality, and establishment of comprehensive complete management system; 2. the education in equipping professional assistants; 3. the strengthening of cultivation of child education staff and R&D so as to reduce the mobility of child education staff; 4. the addition of qualified child education teachers to delegate the work according to their expertise and expand service scopes; and 5.he documentation of education management and teaching material. |
