I 摘要 预计 2020 年幼教行业市场规模将达 11832 亿元，市场前景巨大。总体上看， 幼教行业的特点有：行业总体规模大，模式多元，赛道分化，各赛道内同质化竞争 严重，竞争格局呈现出品牌多、成本高、规模孝利润薄等特征。导致大量的经营 者却没有实现企业的盈利和财富的自由。 本文以 F 机构为例，分析了幼教机构的经营难点。F 机构总部位于美国丹佛， 教学点遍布全球 40 多个国家，拥有超过 400 家教学中心。进入 2019 年，F 机构的 加盟商数量急剧萎缩，全国网点数已经萎缩至 32 家。究其原因，F 机构选择了在 CBD 商圈，采用加盟模式，运营素质教育类幼儿培训课程。虽然短时间内获得了 快速的扩张，但是从总体交易结构看，买卖双方的总成本并没有降低，而是仅仅把 家长的购买的成本转移给了机构方。最后导致 F 机构规模越大，成本越高，利润越 低的局面。 本文通过研究发现，通过客户关系管理，可以打破规模越大成本越高的恶性循 环，从而降低培训机构的成本、提高培训机构招生的效率。具体做法包括：在客户 关系管理的对象上，分为准客户关系管理、在读客户关系管理、毕业客户关系管理； 在客户关系管理的方法创新上，可分为客户体验设计、CRM 系统结合人工智能及 大数据技术、客户价值反向定制。通过客户关系管理，可以提升家长的认知价值， 降低退费率，提升续约率，扩大机构的免费流量和新生转化率。 因此，客户关系管理不仅是培训机构节流的方法，更是实体门店开源的重要途 径。它可以在机构的业绩来源上，提升机构的流量、转化率、复购率等 3 个要素， 并且所付出的成本要远远小于传统的市场拓展方式。 关键字: 幼教培训行业，交易结构，客户关系管理，案例研究。ABSTRACT II ABSTRACT It is estimated that the market size of preschool education industry will reach 1,183.2 billion yuan in 2020, showing a huge market prospect. Generally speaking, the characteristics of preschool education industry are as follows: the overall scale of the industry is large, the modes are diversified, the track is differentiated, and the competition within each track is homogenized and serious. The competition pattern shows the characteristics of too many brands, high cost, small scale and thin profit. It results in entrepreneurs barely gain profit and fortune freedom. Taking F institution as an example, this paper analyzes the operating difficulties of early childhood education facilities. Headquartered in Denver, Colorado, the company has brand teaching centers in over 40 countries and more than 400 teaching centers. Entering 2019, the number of franchisees of F agency has shrunk sharply, and the number of national central outlets has shrunk to 32. F organization chose to operate quality education children training courses in CBD business circle and adopted the franchization mode. It causes prompt expansion , but in the transaction structure of F institution, the overall costof the buyerand the seller does notreduce thetotal cost,instead only transfers between the buyer and the seller. Specifically, it transfers the cost of the buyer to the seller. Finally F institution faces a dilemma of bigger scale and higher cost with lower profit. Through research, this paper suggests that, the innovation of customer relationship management(CRM) can change the transaction costs of both parties, so as to reduce the cost of training institutions and improve the efficiency of training institutions' enrollment. In terms of the object of CRM, it can be divided into potential customer relationship management, current customer relationship management, and graduated customer relationship management; In terms of the method innovation of customer relationship management, it can be divided into customer experience design, CRM system combining artificial intelligence and big data technology, customer value reverse customization. As the role of CRM, it can enhance the cognitive value of customers, reduce the refund rate, improve the renewal rate, expand the free flow of organizations and the conversion rate of new students. Therefore, customer relationship management is not only a way for trainingABSTRACT III institutions to reduce expenditure, but also an important solution for physical stores to gain new sources. It can improve the flow rate, conversion rate, repurchase rate and other three factors in the performance source of the organization, and the cost is far less than the traditional way of market expansion. KEYWORDS: Earlychildhoodeducationandtrainingindustry，transactionstructure， customer relationship management， case study目录 IV 目 录 第一章 绪论.....................................................................................................................1 1.1 研究的背景........................................................................................................ 1 1.2 研究目的............................................................................................................ 2 1.3 研究意义............................................................................................................ 2 1.4 研究路线图........................................................................................................ 3 1.5 小结.................................................................................................................... 3 第二章 从 F 机构的案例解析幼儿教育培训的交易结构现状.....................................4 2.1 幼儿教育行业背景............................................................................................ 4 2.1.1 行业总体规模大...................................................................................... 4 2.1.2 模式多元：CBD/社区、加盟/自营........................................................ 4 2.1.3 赛道分化：课辅类、语言类、素质类.................................................. 5 2.1.4 各赛道内同质化竞争严重...................................................................... 6 2.1.5 竞争格局：品牌多、成本高、规模孝利润薄.................................. 7 2.2 F 机构交易结构现状及困难和挑战.................................................................. 9 2.2.1 F 机构概况................................................................................................ 9 2.2.2 F 机构的现状及困难和挑战.................................................................... 9 2.3 小结.................................................................................................................. 10 第三章 F 机构客户关系管理在交易结构中的价值分析.............................................11 3.1 交易结构分析...................................................................................................11 3.1.1 从经营模式的角度分析机构的交易结构.............................................11 3.1.2 从经营方式的角度分析机构的交易结构............................................ 16 3.1.3 从课程内容的角度分析机构的交易结构............................................ 18 3.1.4 F 机构的交易结构特点.......................................................................... 19 3.2 客户关系分析.................................................................................................. 20 3.2.1 培训机构的用户与客户........................................................................ 20 3.2.2 F 机构与用户关系分析......................................................................... 21 3.2.3 F 机构与客户关系分析......................................................................... 22 3.3 基于交易结构的客户关系管理管理分析...................................................... 23 3.3.1 客户关系管理对增加客户来源与提升转化率的价值....................... 23 3.3.2 客户关系管理对消课、获客等成本控制的价值............................... 24目录 V 3.3.3 客户关系管理在实现客户价值中的价值........................................... 25 3.4 小结.................................................................................................................. 26 第四章 如何利用客户关系管理改善交易结构...........................................................27 4.1 客户体验设计改善转化率与续约率.............................................................. 27 4.1.1 感官体验设计........................................................................................ 27 4.1.2 使用体验设计..............................................