现代远程教育试点工作自1999年开始至今已有20年了，教育部批准进行 远程教育试点工作的全国高校有68所，形成了高校、公共服务体系、学习中心 、 教学点各层级办学体系和机构，在全国推行各高校突出优势专业的远程教育专 本科教学。各高校为社会培养了大量实用人才。但随着规模的增长出现质量下 降问题。2019年教 育部开始严格规范远程教育，加强监管。内蒙古远程继续教 育集团是以远程学历教育为主要业务的培训机构，多年来在远程教育欧亿·体育（中国）有限公司中以 规范办学、注重学习支持服务获得众多 荣誉。在国家政策的调整之下，集团需 要进行战略研究和调整，以保证集团的持续发展。 本文通过对远程教育与战略管理理论进行梳理，通过对PEST分析法对外 部环境进行研究 ，判断企业面临的机会与威胁，同时对内部资源能力进行研究， 分析总结自身的优势和劣势，在此基础上运用SWOT分析，进行战略选择，并 提出实施战略的保障措施。 本文的研 究结果是通过对内蒙古远程继续教育集团的项目分析得出，在战 略选择上学历教育适合采用集中化战略，非学历教育培训项目适合采用差异化 战略，并对各项目从思想观念、组 织结构、人力资源、系统资源等多方面提出 战略保障措施，以增强集团风险防范能力，持续健康发展。 关键词：远程教育；战略管理；战略选择；战略实施 II Abstract Modern distance education pilot work it has been 20 years since 1999, the Ministry of Education approval for remote education there are 68 pilot work of the national universities, colleges and universities, public service system, learning center and school education system and institution, at the level of the prominent advantages of universities in the national implementation of the professional distance education specialized undergraduate course teaching. Colleges and universities have trained a large number of practical talents for the society. But with the growth of scale comes the problem of quality decline. In 2019, the Ministry of Education began to strictly regulate distance education and strengthen supervision. Inner Mongolia distance continuing Education Group is a training institution with distance education as its main business. Over the years, it has won many honors in the distance education industry by standardizing school running and paying attention to learning support services. Under the adjustment of national policies, the group needs to carry out strategic research and adjustment to ensure its sustainable development. This article through to the remote education combing with strategic management theory, through the PEST analysis method to study the external environment, enterprise facing the opportunities and threats, and internal resources ability, analyzed their advantages and disadvantages, on the basis of SWOT analysis, make strategic choice, and implementation of strategic safeguard measures are put forward. The results of this paper is based on distance to continue education group in Inner Mongolia project analysis, record of formal schooling education on the strategic choice for suitable centralization strategy, non-academic education training program suitable for use differentiation strategy, and for each project from concept, organization structure, human resources, system resources and strategic safeguard measures are put forward, in order to enhance group risk prevention capacity, sustainable and healthy development. III Key words:distance education;Strategic management;Strategic choice; strategic implementation 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 ........................................................................................... 2 1.2.1 研究目的 ............................................................................................. 2 1.2.2 研究意义 ............................................................................................. 2 1.3 相关理论回顾 ............................................................................................... 3 1.3.1 战略管理理论 ..................................................................................... 3 1.3.2 远程教育理论 ..................................................................................... 4 1.4 战略分析工具 ............................................................................................... 5 1.4.1 PEST分析法 ....................................................................................... 5 1.4.2 波特五力分析模型 ............................................................................. 5 1.4.3 SWOT分析法 ..................................................................................... 6 1.5 研究方法和内容 ........................................................................................... 6 1.5.1 研究方法 ............................................................................................. 6 1.5.2 研究内容 ............................................................................................. 7 第二章 内蒙古远程继续教育集团发展现状及问题 ............................................... 8 2.1 内蒙古远程继续教育集团发展现状 ........................................................... 8 2.1.1 学历 教育领域 ..................................................................................... 9 2.1.2 非学历教育培训领域 ......................................................................... 9 2.1.3 研究生学历教育方面 ......................................................................... 9 2.2 内蒙古远程继续教育集团发展中存在的问题 ........................................... 9 2.2.1 远程教育欧亿·体育（中国）有限公司的发展问题 ................................................................. 9 2.2.2 战略实施 和质量监控问题 ............................................................... 10 2.2.3 战略管理缺乏风险意识 ................................................................... 10 2.2.4 业务过于单一 ................................................................................... 11 第三章 内蒙古远程继续教育集团外部环境分析 ................................................. 12 3.1 PEST分析 ................................................................................................... 12 V 3.1.1 政策环境 ........................................................................................... 12 3.1.2 经济环境 ........................................................................................... 16 3.1.3 社会文化环境 ................................................................................... 18 3.1.4 技术环境 ........................................................................................... 20 3.2 欧亿·体育（中国）有限公司竞争环境分析 ..................................................................................... 20 3.2.1 新进入者的威胁 ............................................................................... 21 3.2.2 供应商的议价能力 ........................................................................... 22 3.2.3 买方的议价能力 ............................................................................... 23 3.2.4 现有竞争者 ....................................................................................... 23 3.2.5 替代品 ............................................................................................... 25 第四章 内蒙古远程继续教育集团内部环境分析 ................................................. 27 4.1 组织机构分析 ............................................................................................. 27 4.1.1 教育事业部 ....................................................................................... 27 4.1.2 文化事业部 ....................................................................................... 28 4.1.3 科研事业部 ....................................................................................... 28 4.1.4 培训中心 ...............................................................