浩沙國際舞蹈培訓學校商業(yè)模式研究

1、 論文隨機驗證編號：BT4171719281777IV 摘要 摘要 浩沙國際舞蹈培訓學校是浩沙集團旗下的專業(yè)舞蹈藝術培訓品牌，其依托浩沙集團雄厚的實力及其在時尚健身領域的良好口碑和專業(yè)硬件環(huán)境，以及分校間統(tǒng)一的課程設置、知名專家教研團隊、多舞種權威考級授權及國際舞蹈機構聯(lián)合辦學的舞蹈藝術聯(lián)盟培訓體系等諸多的優(yōu)勢，但是實際的經營卻不容樂觀。出現(xiàn)了管理混亂、責權利劃分不明、人員流行性過大等問題。所以，通過對浩沙國際舞蹈培訓學校的商業(yè)模式進行

2、深入的分析和研究，搞清其經營發(fā)展中出現(xiàn)問題的原因，有利于其正常健康的發(fā)展。本研究結果對浩沙國際舞蹈培訓學校商業(yè)模式的選擇及發(fā)展有一定借鑒和指導意義。 本文的研究對象浩沙國際舞蹈培訓學校商業(yè)模式。本文采用文獻資料法，個案分析法和實地調查法及比較分析法等研究方法，得出的結論如下： 1.浩沙國際舞蹈培訓學校商業(yè)模式是指浩沙國際舞蹈培訓學校為了實現(xiàn)企業(yè)價值和客戶價值，通過整合浩沙國際舞蹈培訓學校相關資源而進行的各項基礎性活動的體系。一般包括管理

3、模式、營銷模式及盈利模式等內容。 2.浩沙國際舞蹈培訓學校商業(yè)模式的發(fā)展主要存在管理體制不完善、責權利劃分不明、盈利模式單一、人員流動性過大、工作人員工作懈怠、授課場地和教師缺乏、營銷方式過于單一、課程設備不盡合理、家長投訴不斷、缺乏有效激勵機制及缺乏合理的利益相關群體管理等方面的問題。 3.浩沙國際舞蹈培訓學校擁有眾多的利益相關群體，主要包括浩沙國際舞蹈培訓學校組織內、外部群體。組織內部相關群體包括工作人員、設計部、賬務部、運營部、會

4、籍部等，組織外部相關群體包括顧客、服務商、社會大眾、供應商等，二者共同影響浩沙國際舞蹈培訓學校的決策及行動。 4.浩沙國際舞蹈培訓學校具有良好的場地、師資、課程設置、權威考級等從硬件到軟件核心競爭力及外部市場環(huán)境。 5.浩沙國際舞蹈培訓學校的價值提升策略主要涉及定價策略、促銷策略、差異化策略、連鎖與特許經營策略及體驗式營銷策略，合理而有效地選擇和搭配價值提升策略對項目本身具有重要的經濟價值和社會價值，有利于社會效益和經濟效益的全面提升。

5、 6.完善管理體制、設置合理的薪資待遇及福利水平、科學的課程設置、專論文隨機驗證編號：BT4171719281777VI ABSTRACT Hosa International Dance training school is a professional dance arts training brand under the Hosa Group. It relies Hosa Group’s solid strengths of

6、good reputation and professional hardware environment in fashion fitness field, as well as unified courses setting between branch campus, well-known experts in teaching and research team, authorized multi-dances auth

7、ority Grading, and a joint educational training system of Dance Arts Alliance with International dance institutions and so on. But actually the operation is not optimistic. There have been many problems, such as misman

8、agement, unknown division between rights and interests, excessive staff mobility, staff slacking, lacking of venues and staffs, constant complaints from parents and low sales. Therefore, it is necessary to deeply analyz

9、e and study the business models of Hosa International Dance training school, clear the problems in its business development, and put forward suggestions to their normal and healthy development. Conclusions have some

10、reference and guidance to the choices and development of business models of Hosa International Dance training school. The study object of this paper is the business models of Hosa International Dance training school

11、. The methods of literature, case analysis and field survey as well as comparative analysis method were used in this paper. The conclusions drawn are as follows: （a）Hosa International Dance training school business mode

12、l means the system of all kinds of basic activities carried out by Hosa International Dance training school in order to achieve business value and customer value through integrating the resources of Hosa International

13、Dance training school, and generally including management model, marketing model and profit model.（b）The business model of Hosa International Dance training school is existing problems of that management system

14、is imperfect, unknowing of rights and duties, single profit model, too large staff mobility, lacking of venues and teachers, lacking of the marketing methods, unreasonable courses, continued complaints from parents, l