浩沙國(guó)際舞蹈培訓(xùn)學(xué)校商業(yè)模式研究

1、 論文隨機(jī)驗(yàn)證編號(hào)：BT4171719281777IV 摘要 摘要 浩沙國(guó)際舞蹈培訓(xùn)學(xué)校是浩沙集團(tuán)旗下的專業(yè)舞蹈藝術(shù)培訓(xùn)品牌，其依托浩沙集團(tuán)雄厚的實(shí)力及其在時(shí)尚健身領(lǐng)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(shè)置、知名專家教研團(tuán)隊(duì)、多舞種權(quán)威考級(jí)授權(quán)及國(guó)際舞蹈機(jī)構(gòu)聯(lián)合辦學(xué)的舞蹈藝術(shù)聯(lián)盟培訓(xùn)體系等諸多的優(yōu)勢(shì)，但是實(shí)際的經(jīng)營(yíng)卻不容樂(lè)觀。出現(xiàn)了管理混亂、責(zé)權(quán)利劃分不明、人員流行性過(guò)大等問(wèn)題。所以，通過(guò)對(duì)浩沙國(guó)際舞蹈培訓(xùn)學(xué)校的商業(yè)模式進(jìn)行

2、深入的分析和研究，搞清其經(jīng)營(yíng)發(fā)展中出現(xiàn)問(wèn)題的原因，有利于其正常健康的發(fā)展。本研究結(jié)果對(duì)浩沙國(guó)際舞蹈培訓(xùn)學(xué)校商業(yè)模式的選擇及發(fā)展有一定借鑒和指導(dǎo)意義。 本文的研究對(duì)象浩沙國(guó)際舞蹈培訓(xùn)學(xué)校商業(yè)模式。本文采用文獻(xiàn)資料法，個(gè)案分析法和實(shí)地調(diào)查法及比較分析法等研究方法，得出的結(jié)論如下： 1.浩沙國(guó)際舞蹈培訓(xùn)學(xué)校商業(yè)模式是指浩沙國(guó)際舞蹈培訓(xùn)學(xué)校為了實(shí)現(xiàn)企業(yè)價(jià)值和客戶價(jià)值，通過(guò)整合浩沙國(guó)際舞蹈培訓(xùn)學(xué)校相關(guān)資源而進(jìn)行的各項(xiàng)基礎(chǔ)性活動(dòng)的體系。一般包括管理

3、模式、營(yíng)銷(xiāo)模式及盈利模式等內(nèi)容。 2.浩沙國(guó)際舞蹈培訓(xùn)學(xué)校商業(yè)模式的發(fā)展主要存在管理體制不完善、責(zé)權(quán)利劃分不明、盈利模式單一、人員流動(dòng)性過(guò)大、工作人員工作懈怠、授課場(chǎng)地和教師缺乏、營(yíng)銷(xiāo)方式過(guò)于單一、課程設(shè)備不盡合理、家長(zhǎng)投訴不斷、缺乏有效激勵(lì)機(jī)制及缺乏合理的利益相關(guān)群體管理等方面的問(wèn)題。 3.浩沙國(guó)際舞蹈培訓(xùn)學(xué)校擁有眾多的利益相關(guān)群體，主要包括浩沙國(guó)際舞蹈培訓(xùn)學(xué)校組織內(nèi)、外部群體。組織內(nèi)部相關(guān)群體包括工作人員、設(shè)計(jì)部、賬務(wù)部、運(yùn)營(yíng)部、會(huì)

4、籍部等，組織外部相關(guān)群體包括顧客、服務(wù)商、社會(huì)大眾、供應(yīng)商等，二者共同影響浩沙國(guó)際舞蹈培訓(xùn)學(xué)校的決策及行動(dòng)。 4.浩沙國(guó)際舞蹈培訓(xùn)學(xué)校具有良好的場(chǎng)地、師資、課程設(shè)置、權(quán)威考級(jí)等從硬件到軟件核心競(jìng)爭(zhēng)力及外部市場(chǎng)環(huán)境。 5.浩沙國(guó)際舞蹈培訓(xùn)學(xué)校的價(jià)值提升策略主要涉及定價(jià)策略、促銷(xiāo)策略、差異化策略、連鎖與特許經(jīng)營(yíng)策略及體驗(yàn)式營(yíng)銷(xiāo)策略，合理而有效地選擇和搭配價(jià)值提升策略對(duì)項(xiàng)目本身具有重要的經(jīng)濟(jì)價(jià)值和社會(huì)價(jià)值，有利于社會(huì)效益和經(jīng)濟(jì)效益的全面提升。

5、 6.完善管理體制、設(shè)置合理的薪資待遇及福利水平、科學(xué)的課程設(shè)置、專論文隨機(jī)驗(yàn)證編號(hào)：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