伴随着经济社会快速发展，公共教育服务体系不断健全，在新的历史背景下，我国民办学前教育加快了发展的脚步。X幼教公司借助政策顺势发展，成为了当地办学规模最大的幼教机构。公司聚焦普惠性民办幼儿园与营利性民办幼儿园经营，以托费、生均补贴及符合政策要求的课后特色课程等为主要收入。但随着当地区域大力建设公办幼儿园，其他同类民办幼儿园百花争艳各有特色；“二孩”、“三孩”政策后，我国出生人口在经历短暂高峰后持续下滑，以幼儿及其家庭为服务对象的幼儿园面临生源短缺的窘境，预期经营业绩将持续下滑。除了外部环境及竞争对手的影响外，X幼教公司的内部管理也出现较多问题。因此，在当今社会发展背景之下，X幼教公司迫切需要选择合适的竞争战略，以适应市场发展的新形势，保持市场竞争优势。

本研究以X幼教公司为研究对象，结合国内外研究成果为基础，采用多种分析方法对其竞争战略进行深入探讨。通过数据整理、前期调研问卷与访谈等研究方法，理清X幼教公司现有发展现状，提炼公司目前存在的显性问题。在外部环境分析上，运用PEST模型分析宏观环境当中的政治、经济、社会和技术等因素对企业的影响，并利用波特五力模型对行业竞争环境进行分析，明确企业在行业内的竞争态势；在内部环境分析上，提炼调研与访谈素材，采用VRIO模型对X幼教公司的内部资源和能力进行评估，以确定其竞争优势和劣势；利用SWOT矩阵对X幼教公司的整体状况进行综合分析，为其竞争战略的选择提供依据。

通过对X幼教公司的深入研究和分析，本研究得出以下结论：在新的历史背景下，民办学前教育机构需要加快转型发展以适应市场需求的变化，X幼教公司作为当地最大的幼教机构，在竞争中具有一定的优势，但也面临着诸多挑战；为实现可持续发展，X幼教公司应采用差异化竞争战略。本研究还为X幼教公司提出了具体的建议措施，从品牌建设、教学特色、教育服务、市场营销、组织建设以及薪酬激励等方面入手，提升自身竞争力，以期为其未来的发展提供有益参考。

With the rapid development of economy and society, the public education service system is constantly improved. Under the new historical background, private preschool education has accelerated the transformation and development. With the help of the policy, X preschool education company has become the largest local preschool education institution in the kindergarten. The company focuses on the operation of inclusive private kindergartens and for-profit private kindergartens, with subsidies and after-school courses that meet the policy requirements. But now in the local region, other similar kindergarten brands have their own competitiveness. Besides，after the "Three-child" policies, the newborn population continues to decline after a short peak, and the private preschool education institutions with are facing the dilemma of student shortage, and X preschool education company is also challenged by internal management and external competitors. Therefore, under the background of  social development, X preschool education company urgently needs to choose the appropriate competitive strategy to adapt to the new situation of development.

In this study, many analytic methods were used to explore its competitive strategies.First, by sorting out the current situation and market environment of X preschool education company to understand its operating conditions and challenges; next, analysis of the macro-environment by using the PEST model to reveal the influence of political, economic, social and technical factors on the preschool education industry; once more, analysis of the competitive environment by using the Porter five-force model, clarify the competitive situation and strength comparison in the industry; besides, The VRIO model was also used to evaluate the internal resources and capabilities of X Preschool Education Company to determine its competitive advantages and disadvantages; last, comprehensive analysis of the overall situation of X preschool education company by using the SWOT.To provide the basis for the choice of its competitive strategy. In the process of research, it also summarizes the current problems of X preschool education company, such as fierce external competition, human resource management problems, not obvious characteristic development, etc., and analyzes the causes of these problems.

Through in-depth study and analysis of X preschool education company, the following conclusions are drawn: under the new historical background, private preschool education institutions need to speed up the transformation and development to adapt to the changes of market demands, as the largest local preschool education institution, X has certain advantages in competition, but also faces many challenges; in order to achieve sustainable development, X should adopt differentiated competitive strategics, starting from brand building, teaching characteristics, education service, marketing, organization construction and salary incentive. In view of the above conclusions, this study also puts forward specific suggestions and measures for X Preschool Education Company, in order to provide useful reference for its future development.