新东方教育公司，其前身为北京新东方学校，成立于上世纪 90 年代，新东方经历 26 年 的发展不断成长为国际型教育培训公司。该公司将语言培训为品牌打造的关键点，发展系统 有短期语言培训系统、指教系统等，经营范围覆盖教育培训、教育服务、教育产品研发等领 域，是综合性较强的教育类培训公司。13 年的纽约证券交易所上市史，给新东方教育对外发 展提供了持续不断的资金支援，其也是我国首家在教育领域成功谋求国外上市的机构单位。 从新东方的发展历程中，我们能够看到很多经验，如始终围绕人才战略打响市场竞争战 役，始终突出高素质人才在公司发展中的核心位置。不过也有反面教训，如其不顾自身硬件 等条件的不匹配，盲目趋利而动，盲目扩张，导致教育质量下降，教育品牌受到严重影响。 再者，教育培训行业的繁荣吸引了众多资本的注入，导致行业发展遭遇更多挑战。如新航道、 环球雅思等都是教育培训领域的佼佼者。此外，随着互联网+教育模式的应用，网络教育呈现 井喷式发展，如 MOOC 等都已经在互联网占据半壁市场。这些外部环境的变化都给新东方教 育的发展带来巨大的考验。如果新东方教育尚且不能在优化自身运营模式等层面进行深度尝 试，那么其未来面临的挑战将更大。 本文主要通过分析新东方教育科技集团运营模式的发展和变化，总结出其现有模式的问 题，结合外在宏观环境和内部条件的分析，得出问题解决的相关策略。研究共分为六个部分： 第一章，对研究背景作简要介绍，提出该论题的意义，分析新东方的运营发展环境；第二章， 对相关理论进行搜集汇总阐释；第三章，对新东方教育科技集团的运营模式的发展进行回顾； 第四章，对新东方教育科技集团发展的外部环境和内部条件进行分析并挖掘模式现存问题， 并基于经验汇总来审视自身优劣势、机遇及挑战，弥补自身发展缺陷，准确定位发展新标向、 新策略；第五章，针对相关问题的出相应的解决对策，即完善人力资源体系，大力推进品牌 营销，推进运营体系创新，不断将企业价值发掘出来，帮助企业尽可能多地实现盈利；第六 章是结论与展望。 关键词: 新东方教育公司，运营模式，民办教育南京邮电大学专业学位硕士研究生学位论文 II Abstract New Oriental Education Company, formerly known as Beijing New Oriental School, was founded in the 1990s. After 26 years of development, New Oriental has been growing into an international education and training company. The company takes language training as the key point of brand building, the development system includes short-term language training system, instruction system and so on, covering the fields of education and training, educational services, educational product research and development, etc. The 13-year history of listing on the New York Stock Exchange has provided continuous financial support for the development of New Oriental education. It is also the first institution in China to successfully seek foreign listing in the field of education. . From the development of the New Oriental, we can see a lot of experience, such as always around the talent strategy to start the market competition campaign, always highlight the core position of high-quality talents in the development of the company. However, there are also negative lessons, such as ignoring the mismatch of their own hardware and other conditions, blindly moving towards profit, blind expansion, resulting in the decline of the quality of education, the education brand has been seriously affected. Moreover, the prosperity of the education and training industry has attracted a lot of capital injection, resulting in more challenges to the development of the industry. Such as New Waterway, Global IELTS and so on are the best in the field of education and training. In addition, with the application of Internet education model, network education presents Now blowout development, such as MOOC and so on, has occupied half of the market on the Internet. These changes in the external environment have brought great tests to the development of New Oriental education. If New Oriental Education is not yet able to make in-depth attempts at optimizing its own business model, it will face even greater challenges in the future. This paper mainly analyzes the development and change of the operation mode of New Oriental Educational Science and Technology Group, summarizes the problems of its existing mode, combines with the analysis of the external macro-environment and internal conditions, and obtains the relevant strategies for solving the problems. The research is divided into six parts: the first chapter briefly introduces the research background, puts forward the significance of the topic, analyzes the operation and development environment of New Oriental, the second chapter, collects南京邮电大学专业学位硕士研究生学位论文 III and summarizes the relevant theories to explain; The third chapter reviews the development of the operation mode of the New Oriental Educational Science and Technology Group; the fourth chapter analyzes the external environment and internal conditions of the development of the New Oriental Educational Science and Technology Group and excavates the existing questions of the model. The problem, and based on the experience summary to examine their own strengths and weaknesses, opportunities and challenges, to make up for their own development defects, accurate positioning of the new direction of development, new strategies; The fifth chapter, according to the related problems, the corresponding countermeasures, that is, improve the human resources system, vigorously promote brand marketing, promote the innovation of the operation system, constantly explore the value of the enterprise, help enterprises to achieve as much profit as possible; The sixth chapter is the conclusion and prospect. Key words:,New Oriental Education Company, Operation mode, Private education.南京邮电大学专业学位硕士研究生学位论文 IV 目录 第一章 绪论.................................................................................................................................................................1 1.1 研究背景 .......................................................................................................................................................1 1.2 研究目的和意义 ...........................................................................................................................................1 1.2.1 研究目的 ...........................................................................................................................................1 1.2.2 研究意义 ...........................................................................................................................................2 1.3 研究综述 .......................................................................................................................................................2 1.3.1 教育培训行业发展战略 ...................................................................................................................3 1.3.2 教育培训企业核心竞争力理论.......................................................................................................4 1.3.3 研究述评 ...........................................................................................................................................4 1.4 研究方法与内容 ...........................................................................................................................................5 1.4.1 研究方法 ...........................................................................................................................................5 1.4.2 研究内容 ...........................................................................................................................................5 第二章 运营模式相关理论研究................................................................................................................................6 2.1 运营模式理论 ...............................................................................................................................................6 2.1.1 运营模式理论及分类 .......................................................................................................................6 2.1.2 运营模式的核心要素 ......................................................................................................