2021年7月24日，中华人民共和国教育部官网发布《关于进一步减轻义务教育阶段学生作业负担和校外培训负担的意见》等一系列文件，我国义务教育阶段学科类培训机构遭受了前所未来的巨大冲击。以培训巨头企业为例，新东方、好未来等大型机构的股价跌至历史谷底，大中小规模企业相继宣布关闭校区、缩减业务、迅速转型。JE培训机构成立于2005年，17年来坚持多元化经营模式，培训的科目和类别较齐全，包括义务教育阶段学科类培训、留学语言考试类培训、留学申请业务等等，“双减”和疫情的影响，对于JE培训机构来说，同样是致命的。在国家管控政策不断、全球卫生条件不利、经济形势低迷、行业前景不明朗的前提下，JE培训机构2021年的总收入直接下滑60%左右，降至近10年来最低值。在这种入不敷出、全行业都在寻求出路的环境下，JE培训机构的转型实属迫在眉睫、刻不容缓。

论文首先阐述了研究的背景和意义、制定了合理的研究内容和方法、表明了研究的创新点；其次通过大量参考文献和企业战略转型理论的研究，提出了本文所依据的相关理论；接下来简要介绍了JE培训机构的发展现状、面临的主要问题、以及战略转型的动因和必要性；然后使用了PEST和SWOT分析方法对JE培训机构的转型进行了外部环境和企业内部自身优劣势的分析；最后通过以上所有分析确定了JE培训机构战略转型的三种形态理论，并且提出了具体的转型策略和措施。

本文的研究结论为：第一，在“双减”政策的影响下，JE培训机构面临的最主要问题是大部分课程急需削减和调整；员工的工作积极性备受打击；收入大幅缩减甚至达到亏损程度。第二，面临着国家政策和以上种种问题，JE培训机构本次战略转型的主要目标是在国家政策允许的前提下对机构的所有课程进行重新梳理；并且在多重挑战的背景下找到自身的核心竞争力，继续保证企业的正常运营甚至业绩有所增长。第三，通过以上分析，确定企业战略转型的三大形态理论，即拓展型、稳健型、收缩型，作为JE培训机构的战略转型理论基础。具体实施内容主要包括三个方面，拓展留学申请部门的业务范围；稳健发展留学语言培训项目；收缩中小学等相关项目。

On July 24, 2021, the official website of the Ministry of Education, PRC released a series of documents including Opinions on Further Reducing the Homework Burden and Off-campus Training Burden of Students in Compulsory Education, which dealt a devastating blow to disciplinary training institutions in Compulsory education in China. Take training giants as an example, the share prices of large institutions such as New Oriental and Good Future have fallen to the bottom of history, and large, small and medium-sized enterprises have announced campus closure, business reduction and rapid transformation. JE training institutions was established in 2005, 17 years to adhere to the diversified business model, training subjects and categories are complete, including compulsory education stage subject training, overseas study language test training, overseas study application business and so on, "double reduction" and the impact of the epidemic, for JE training institutions, is also fatal. Under the premise of continuous national control policies, unfavorable global health conditions, sluggish economic situation and uncertain industry prospects, the total revenue of JE training institutions in 2021 directly declined by about 60%, falling to the lowest value in nearly 10 years. In this kind of environment, the whole industry is looking for a way out, JE training institutions transformation is extremely urgent and urgent.

Firstly, the paper expounds the background and significance of the research, formulates reasonable research contents and methods, and indicates the innovation of the research. Secondly, through a large number of references and research on the theory of enterprise strategic transformation, put forward the relevant theories on which this paper is based. Next, it briefly introduces the development status of JE training institutions, the main problems they face, as well as the motivation and necessity of strategic transformation; Then, PEST and SWOT analysis methods are used to analyze the external environment and internal advantages and disadvantages of JE training institutions. Finally, through all the above analysis to determine JE training institutions strategic transformation of three forms of theory, and put forward specific transformation strategies and measures.

The research conclusions of this paper are as follows: first, under the influence of "double reduction" policy, JE training institutions are faced with the main problem that most courses need to be cut and adjusted; Employees' enthusiasm for work has been hit; Revenue has shrunk to the point of loss. Second, faced with the national policy and the above problems, JE training institutions this strategic transformation of the main goal is to reorganize all courses of the institution under the premise of national policy permits; And in the context of multiple challenges to find their own core competitiveness, continue to ensure the normal operation of the enterprise and even performance growth. Third, through the above analysis, determine the three forms of enterprise strategic transformation theory, namely expansion, robust, contraction, as the theoretical basis of JE training institutions strategic transformation. The specific implementation content mainly includes three aspects, expand the business scope of overseas study application department; Steady development of overseas study language training programs; Cut programs related to primary and secondary schools.