随着我国互联网技术的飞速创新，大数据开发、云计算、人工智能等专业词汇被人们所熟知，同时也促进了科技教育、经济商业、社会生态等多方面的深度发展。一时间IT行业如火如荼，IT培训机构也随之应运而生，业内较为知名的机构有北大青鸟、达内、蜗牛学院、51CTO等。经过多年的培训体系构建和市场验证，各机构为企业、为社会培训输送了众多的技术人才，致力于互联网技术的专业科研创新。疫情三年，更是得益于互联网IT技术的根基，重新将一个个独立的代码通过语言逻辑、平台载体、管理体系赋予新的功能定义，助力全社会实现技术与商业的能力进阶。
本文以IT培训市场为主要分析环境，剖析IT培训市场体量、行业各层级企业的市场发展情况、竞争战略趋势。其中以G公司为主要研究对象，对标行业发展现状、竞争对手战略选择，客观评估G公司当前竞争战略的优劣势，为其探索、优化更具有长尾效应、更适合于当前社会经济发展规律的竞争战略。
G公司于2001年成立，业务版块聚焦于IT教育培训，在2020年之前，公司业务发展一直处于快速上升阶段，在行业内市场份额逐渐提高，迎来业务增长高点；伴随着突如其来的疫情，精准度越来越低，人效转化产出也降到冰点，对于G公司来讲，能否突出行业重围、安然坚挺过经济寒冬，是非常大的挑战。也正因如此，对G公司竞争战略的研究评估与优化重构至关重要，为此G公司需要重新思考企业所在的竞争的环境与位置，探索出匹配的竞争战略方针、战略落地方案，来确保竞争战略实施效果，帮助G公司度过危机。
作者通过查阅过往学者们对竞争战略领域的学术文献研究成果，再结合当前IT培训市场大环境、竞争对手的发展情况、外部竞争环境的具体分析，定位清楚G公司当前面临的主要问题；借助企业战略分析理论、企业竞争战略理论、PEST分析法等工具，以G公司做主要对象代入，逐渐推演总结G公司竞争战略发展态势；同时借助SWOT分析工具，对G公司展开优势、劣势、机会、威胁四个维度的分析研究，内部竞争环境的分析归纳，综合评估G公司竞争力水平，并提出适用于G公司的竞争战略模型，延展G公司竞争战略选择，以及确保竞争战略落地实施的建设性方案。

With the rapid innovation of China's Internet technology, big data development, cloud computing, artificial intelligence and other professional terms are well known by people, but also promote the in-depth development of science and technology education, economy and business, social ecology and other aspects. For a time, the IT industry is in full swing, and IT training institutions have also emerged, and the more well-known institutions in the industry are Beida Blue Bird, Danai, Snail College, 51CTO and so on. After years of training system construction and market verification, various institutions have sent many technical talents for enterprises and social training, and are committed to professional scientific research and innovation of Internet technology. Three years after the epidemic, IT is thanks to the foundation of Internet IT technology, and it re-gives a new functional definition to an independent code through language logic, platform carrier, and management system, helping the whole society to achieve the advancement of technology and business capabilities.

This paper takes the IT training market as the main analysis environment, analyzes the IT training market volume, the market development situation of enterprises at all levels of the industry, and the trend of competitive strategy. Taking Company G as the main research object, this paper objectively evaluates the advantages and disadvantages of Company G's current competitive strategy by benchsetting the industry development status and competitors' strategic choices, and explores and optimizes the competitive strategy that has a longer tail effect and is more suitable for the current law of social and economic development.

Founded in 2001, G Company focuses on IT education and training. Before 2020, the company's business development has been in a rapid rise stage, and its market share in the industry has gradually increased, ushering in the peak of business growth. With the sudden epidemic, the accuracy is getting lower and lower, and the output of human efficiency transformation has also dropped to the freezing point. For G company, it is a very big challenge whether it can highlight the encircling industry and survive the economic winter safely. For this reason, the research, evaluation, optimization and reconstruction of Company G's competitive strategy are of great importance. Therefore, Company G needs to rethink the competitive environment and position of the company, and explore a matching competitive strategic policy and strategy landing plan to ensure the implementation effect of competitive strategy and help Company G overcome the crisis.

Through the channels of reading and studying relevant academic literature at home and abroad, the theoretical research and practical experience of predecessors in the field of competitive strategy are clarified. Combined with the specific analysis of the current IT training market environment, the development of competitors and the external competitive environment, the main problems facing G company are positioned clearly. With the help of enterprise strategy analysis theory, enterprise competition strategy theory, PEST analysis and other tools, with G company as the main object, gradually deduce and summarize the development trend of G company competition strategy; At the same time, SWOT analysis tool is used to analyze and study the strengths, weaknesses, opportunities and threats of Company G, analyze and summarize the internal competitive environment, comprehensively evaluate the competitiveness level of Company G, and propose a competitive strategy model suitable for Company G, extend the choice of Company G's competitive strategy, and ensure the implementation of the competitive strategy.