（64頁）摘要
銷售培訓(xùn)管理，作為培訓(xùn)管理的重要分支之一，在競爭日益激烈的通信行業(yè)，己
經(jīng)不僅僅是一個(gè)管理工具，更是一條決定企業(yè)成敗的生命線!
在工作實(shí)踐過程中，筆者己經(jīng)日益感到，傳統(tǒng)意義上單純依靠講與聽的教條式、
理論式培訓(xùn)己經(jīng)像西山的太陽，絢爛美麗卻沒有太多的光熱。主要表現(xiàn)在巨額的培訓(xùn)
費(fèi)用使企業(yè)不堪重負(fù)，企業(yè)員工工作狀態(tài)經(jīng)過傳統(tǒng)培訓(xùn)后也無太大的變化，銷售業(yè)績
仍然受到政策和其他因素的影響，企業(yè)培訓(xùn)像一個(gè)無底洞，投入越多、失望越多。
究竟是什么原因造成了上述現(xiàn)象的產(chǎn)生?又是如何影響著企業(yè)銷售培訓(xùn)的實(shí)踐
效果的?通過那些改變才能避免上述現(xiàn)象的產(chǎn)生?這種種的疑問，引導(dǎo)著筆者不斷探
索、不斷思考。本文在通過實(shí)踐調(diào)查的基礎(chǔ)上，汲取國內(nèi)外研究理論和實(shí)踐成果，針
對(duì)通信行業(yè)的現(xiàn)狀，提出了針對(duì)性的實(shí)踐管理模型，為了便于稱呼，權(quán)且稱為”激勵(lì)
式”銷售培訓(xùn)管理模式。
該模式的基本定義是以組織職能與培訓(xùn)職能的融合、職業(yè)規(guī)劃管理和員工情緒管
理的融合為基礎(chǔ)，以培訓(xùn)評(píng)估監(jiān)督激勵(lì)為關(guān)鍵控制點(diǎn)，實(shí)施培訓(xùn)內(nèi)容和培訓(xùn)方式的個(gè)
性化、持續(xù)創(chuàng)新，實(shí)現(xiàn)員工管理與企業(yè)管理的一體化，不斷提高員工素質(zhì)、達(dá)成企業(yè)
目標(biāo)。
該模式的核心觀念:激勵(lì)與培訓(xùn)相結(jié)合、培養(yǎng)的觀點(diǎn)做培訓(xùn)。在該解決方案之下，
有以下幾個(gè)特點(diǎn):
l、以提高市場效果為目標(biāo)重點(diǎn)實(shí)施創(chuàng)新能力培訓(xùn)。
2、與人力資源開發(fā)相結(jié)合，拓展培訓(xùn)的深度及廣度。
3、與員工激勵(lì)相結(jié)合，完備培訓(xùn)考核機(jī)制，特別是考核后的管理實(shí)踐。
4、創(chuàng)新培訓(xùn)理念，推進(jìn)培訓(xùn)效果。
5、變工作現(xiàn)場為培訓(xùn)現(xiàn)場。
6、變領(lǐng)導(dǎo)為教練，以投訴單為培訓(xùn)單。
7、注重專業(yè)知識(shí)、業(yè)務(wù)技能及態(tài)度情緒在培訓(xùn)工作中的綜合平衡。
8、評(píng)估的層面。
需要進(jìn)一步說明的是，本文所提到的“激勵(lì)式”銷售培訓(xùn)管理模式，是為了便于
實(shí)踐推行的稱呼，并非理論層面創(chuàng)新，而是實(shí)踐層面的探索。是筆者希望通過這樣一
種稱呼方式能夠概括性的表達(dá)筆者的實(shí)踐方式。
關(guān)鍵詞:通信行業(yè)銷售培訓(xùn)管理模式研究
目錄
色含_崔參21性旨____________________________________________________洲，.勺已Jl「刁
簡要背景分析············································
2問題假設(shè)··················································
3研究方法··················································
1.4本文研究思路及整體框架·····························
本章小結(jié)···························································
第二章當(dāng)前通信行業(yè)銷售培訓(xùn)現(xiàn)狀及問題··········
2.1培訓(xùn)滿足需求情況······································
2.2
2.3
培訓(xùn)內(nèi)容現(xiàn)狀及分析
培訓(xùn)方式現(xiàn)狀及分析
本章小結(jié)···························································
第三章國內(nèi)外培訓(xùn)理論及實(shí)踐綜述····················
3.1國內(nèi)外企業(yè)的培訓(xùn)實(shí)踐································
3.2主要培訓(xùn)理論概述·····································
3.3“激勵(lì)式”銷售培訓(xùn)管理模式的提出·············
本章小結(jié)················································，·········
第四章“激勵(lì)式”培訓(xùn)管理的組織特征·············
4.1培訓(xùn)職責(zé)架構(gòu)的現(xiàn)狀及主要問題···················
4.2“激勵(lì)式”銷售培訓(xùn)管理職能架構(gòu)··················
4.3“激勵(lì)式”培訓(xùn)實(shí)踐的職能劃分···················
4.4職能架構(gòu)的實(shí)踐特征··································
4.5新模式實(shí)現(xiàn)的方式······································
本章小結(jié)··························································
第五章企業(yè)規(guī)劃與員工職業(yè)生涯發(fā)展的融合·······
5.1銷售行為特征·······，···································
5.2銷售人員素質(zhì)要求······································
5.3職業(yè)生涯規(guī)劃與培訓(xùn)策略·······························
本章小結(jié)··························································
第六章培訓(xùn)需求及方式的確定····························
6.1培訓(xùn)需求的確立··········································
6.2培訓(xùn)方式的確定··········································
本章小結(jié)·····························································
第七章銷售培訓(xùn)的評(píng)估體系·································
7.1培訓(xùn)評(píng)估在整個(gè)培訓(xùn)系統(tǒng)中的作用···················
7.2企業(yè)在培訓(xùn)評(píng)估中的現(xiàn)狀和原因分析················
7.3目前主要的培訓(xùn)評(píng)估理論·······························
7.4培..