The widening puzzle of learning a great education

Zhang Hao Jinxin (CEO of Grand Education Group) also encountered the same problem. In a fast growing market environment, want to go with the flow, but have to endure the pain of metamorphosis. This is almost a standard route for China's training and education industry, or a "rite of adulthood" for capital. Because of the first major expansion of education in 2007 and 2008, and the 10 million dollar financing that has just been won by Ding FAI, it is not irrelevant. The influx of capital gives the industry plenty of energy, and in this rare sector of state-owned capital, capital occupies almost the most prominent place in the business logic. But its back, but is the talent disjointed, the process confusion, management loose ... It is almost a paradox that the outward madness of expansion seems to be the only way to prevent internal contradictions. Thus, after a period of "wilderness period", Jinxin has been thinking the most in the past few years is the rhythm problem. Education still maintains a growth rate of more than 30% per cent, and the number of new outlets is up to 70 each year, compared with its business model of one-on-one tutoring, the speed is destined to be a mixture of honey with poison. "We have been perfecting our internal management over the years. The future of the industry must be competition for the user's understanding of the needs, the service industry is not so sensitive to price, so now the chaos is not enough to define the industry, it will gradually return to the essence of education. Jin Xin said. There are so many different kinds of characteristics from the conventional economic phenomena in this industry. According to the Deloitte report, China's education market will reach 960 billion yuan in 2012, but even the boss of the industry, like New Oriental, does not account for 1% of the market (the new Oriental's 2012-year revenue is less than 800 million dollars). Subdivided into primary and secondary school synchronous counseling market, if the new Oriental, learning and thinking, learning, giants and Anborkingham one-to-one of the 5 companies of the business revenue added together, also less than the entire market 2%. The café industry will have big companies like Starbucks, but most of the market share is still in the hands of small cafés. The localization of the training and education industry is more pronounced, and this less standardised industry has spawned many niche markets. Even in every city, there are small, unknown training institutions with billions of dollars of income. One-on-one education is considered to be the most unlikely to be reproduced indefinitely, as in industrial-era goods. It is based on human needs, that is, if the demand cannot be exhausted, then the product services provided by the learning of education must cover all areas. But this is also one of the most standardized non-standard products, a student, a teacher, a table, two chairs, this is a one-to-one standard. "It should be said that personalized education is difficult to express in a fixed form, the same test, two students are deskmate, and they learn things can vary." "Jinxin said," It will not have a fixed rhythm, today talk about meeting problems, tomorrow to talk about the pursuit of the problem. Our teachers will be based on their own situation, the first to make up the weak, such services will be more targeted. "In fact, when one-on-one education just appeared,Contrary to the standard curriculum of the new Oriental, it is not favoured. Education, like a preacher, bears all kinds of misunderstanding and even ridicule. But now it is the strongest demand point in the industry. It caters to the only child's appeal, not only can improve the score, but also through a variety of personalized services to solve the problem of student learning consciousness. This intangible service raises the threshold for competition and lowers the risk of market entry. Some class-oriented training institutions rely on relationships with local schools and educational institutions, while their curricula need to be integrated with schools, on the other hand, the business model itself is based on the scale effect. So there are different admissions policies everywhere and these institutions have to be on the go. If you encounter a very strong local brand, there is little chance of entry. "While learning is not such a problem, our services are more flexible, into a market more by their own market-oriented operation, to cultivate business, often not dependent on relations." "Jinxin said. But it also means that in an industry that is highly dependent on people, people are almost determined to learn the fate of education. The first lesson of the 2008 "Adventure" to Jinxin is how important a healthy talent-training program is. "From 30 to 100, following 250 to 350 is not a concept at all," said the company. We needed more teachers, managers and principals at that time, and it was very stressful to get it done in a short period. We have to promote some people in the fire, or with some less experienced people. Li Rubin, chairman of the School of Education, later recalled: "In the first half of 2009, the biggest challenge of learning is big." "This challenge includes: first, the expansion too fast, management and talent to keep up; second, the scale expands, the cost comes up; third," The expansion rhythm of one-to-one mode is difficult to grasp. "Learning education has become a" bulky "manpower-intensive company, because all of them are direct shops, and there are more than 5000 full-time teachers in education in 2010, and most of them are full-time and now more than million. But Jinxin Tan never considered the so-called franchise, although the industry giants such as global IELTS have verified the rationality of the franchise model, but also the longwen of one-on-one education, the so-called "joint venture" can also be understood as a disguised join. Sylvan is the largest personalized education brand in the United States, it fully adopts the franchise mode. In the same way as the teaching method, Sylvom first evaluated the students ' learning problems through questionnaires, interviews and their own software systems, and then chose competent teachers to tutor them. They can rely on franchising because they are completely standardized. "Those franchisees know more about the local market than we do because we are dealing with people, and there is a huge difference between ethnic groups, regions and regions," he said. "So it's not just about cutting costs, it's about implementing personalization," Sylvan CEO Kuhn said. "It is said that in the United States, a few retired big aunts canA study centre for Syl-van. Today, Sylvan's main business is to sell the proprietary shop 1.1 point all to franchisees, their own only to do a brand operators. "We are different from the United States, their purpose is more specific, improve the ability to speak, or hands-on skills, they can naturally standardize this personalization." "Jinxin said," Direct management is very difficult, will be slower. But straight battalion 100% of the profits are their own, the value is greater than the franchise system, the early difficulties, pressure is very large, and indeed took some risks, in the guarantee of direct camp without sacrificing the speed of the premise. "And the big business is not standardized products, there is no unified management, it is easy to make a brand to smash, the greater the more dangerous." "So, from this point of view, listing is very useful, at least we will be based on financial models to make the business more and more predictable, and we can more purposefully to match the relevant resources." "There has been a time when industry bosses, including Mr Yu, have bombarded the market with the belief that the capital markets have made education out of its nature and that companies have had to give up quality for speed." Nowadays, the rhythm of learning education is more steady, and the new outlets are around 70 each year. In this way, the construction of the talent team also has a reasonable timetable. "A good headmaster's general training cycle is probably 1-2 years, if we want to open a center, we will be in the existing principal resources to select." In our mechanism, good principals usually take people. He will tutor the Vice-chancellor and his assistant, when the center matures, or he goes to open a new center, or let his assistant to open a new center, let him supervise, we are using this mentoring echelon construction system to train new principals. "Jinxin said. This is only a level, the learning of education for talent cultivation is all-round. According to Jinxin revealed that the company has a very strong business system and data statistics system, can be each of the center of each day, every week, every month, each quarter of the operating indicators are calculated, a total of hundreds of indicators, very detailed. Then through the comparison of these indicators to tell the principals to improve and encourage the place, which can maximize for the shop operators to provide decision-making support. At the same time, training school education is normal, especially for some new people, the company level will organize a lot of targeted training. Moreover, all these will be included in all levels of Management KPI assessment. "After all, the process can only solve 50% of the problem, the rest still need to rely on people to solve." So if you ask me what the short board is now, I will not hesitate to tell you that it is a talent. I think there are not enough talents, I need more good principals, teachers and managers. "Jinxin said.