随着国家经济发展，越来越多的家长开始重视孩子的音乐素质培养。在“双减”政策出台后，作为非学科类的音乐培训需求进一步增加，音乐培训行业得到了空前的发展。由于发展前景广阔且行业壁垒较低，音乐培训行业的竞争较为激烈。音乐培训机构的发展前景与市场对其产品服务的认可度有着直接关联，而从更深层次的角度来看，发展战略设计的科学性与合理性对音乐培训机构的发展起到决定性作用。
M公司是一家面向校园市场的音乐培训机构。本文应用文献研究法、实地调查法、定量分析法等方法研究M公司校园音乐培训业务发展战略。为了确保制定发展战略更加科学，在制定前借助于PEST分析方法，分析了目前M公司面临的宏观环境。目前，国家政策推动音乐培训行业发展，音乐培训行业发展前景广阔，培训需求增加带来更大发展机遇，新技术驱动音乐培训模式发展，整体来看M公司未来发展有外部机遇。通过波特五力模型的分析了解到现阶段音乐培训机构间竞争激烈，在线音乐教育带来较大威胁，“双减”背景下学科培训机构转型挤占市场，学员要求提高，这些也给M公司未来发展带来一定威胁。通过深入M公司进行实地调查，全面了解M公司校园音乐培训业务发展现状，分析M公司校园音乐培训业务所具有的资源和能力，了解到M公司目前拥有专业的教学团队、现代化的运营理念、精准的校园市场定位、丰富的学校合作经验、满足客户多元需求的能力等优势，同时也梳理现阶段M公司校园音乐培训业务发展中的具体问题，包括人力成本高、服务有待提升、营销渠道不足、品牌力不强。通过SWOT分析，结合QSPM战略矩阵，参考定量计算结果选择更适宜M公司校园音乐培训业务的发展战略，即WO战略。随后分别从完善人力资源成本管理工作、优化客户服务体系、构建多元化渠道体系、树立区域校园音乐培训品牌四个方向全面论述了M公司校园音乐培训业务发展战略具体实施方案。最后提出了战略实施的保障措施，包括研发设计保障、人才培养保障、制度保障。
希望通过本研究实现M公司校园音乐培训业务的持续稳步发展，同时为同行或相关学者研究提供可借鉴的理论依据。

With the development of national economy, more and more parents and students begin to pay attention to the cultivation of children's music quality. After the introduction of the "double reduction" policy, the demand for music training as a non-subject has further increased, and the music training industry has achieved unprecedented development. Due to the broad development prospects and low industry barriers, the music training industry is highly competitive. The development prospect of music training institutions is directly related to the market's recognition of their products and services, and from a deeper perspective, the scientific and rational design of development strategy plays a decisive role in the development of music training institutions.
M Company is a music training institution targeting the campus market. This article applies methods such as literature research, field investigation and quantitative analysis to study the development strategy of M Company's campus music training business. In order to ensure a more scientific development strategy, the PEST analysis method was used to analyze the macro environment currently faced by M Company before formulating the development strategy. At present, national policies are promoting the development of the music training industry. The music training industry has broad development prospects and the increasing demand for training brings greater development opportunities. New technologies are driving the development of music training models. Overall, M Company has external opportunities for future development. Through the analysis of Porter's Five Forces model, it is understood that there is fierce competition among music training institutions at present and online music education poses a significant threat. Under the background of "double reduction", subject training institutions are transforming and squeezing the market and the increasing demands of students also pose a certain threat to the future development of M Company. By conducting on-site investigations in M company, we comprehensively understand the current development status of M company's campus music training business, analyze the resources and capabilities of M company's campus music training business and understand that M company currently has advantages such as a professional teaching team, modern operating philosophy, precise campus market position, rich school cooperation experience and the ability to meet the diverse needs of customers. At the same time, we also sort out the specific problems in the current development of M company's campus music training business, including high labor costs, service improvement, insufficient marketing channels, and weak brand power. Through SWOT analysis, combined with QSPM strategy matrix and referring to quantitative calculation results, the development strategy that is more suitable for M company's campus music training business is selected. That is the WO strategy. Subsequently, the specific implementation plan for the development strategy of M Company's campus music training business was comprehensively discussed from four directions: improving human resource cost management, optimizing customer service system, building a diversified channel system and establishing a regional campus music training brand. Finally, it puts forward the guarantee measures of strategy implementation, including research and development design guarantee, personnel training guarantee and system guarantee.
It is hoped that this study can realize the sustained and steady development of M Company's campus music training business and provide a theoretical basis for peers or related scholars to study.