發(fā)布時(shí)間：2021-10-24 21:59

　　目前互聯(lián)網(wǎng)推廣是企業(yè)市場(chǎng)營(yíng)銷推廣的主要手段之一,在互聯(lián)網(wǎng)推廣行業(yè)中,互聯(lián)網(wǎng)廠商作為經(jīng)營(yíng)主體,大多采用在全國(guó)各地設(shè)置代理商作為其主要的經(jīng)營(yíng)模式。為有效提高廠商業(yè)務(wù)的市場(chǎng)占有率,廠商會(huì)重點(diǎn)關(guān)注提升代理商的經(jīng)營(yíng)水平與業(yè)務(wù)能力。因代理商分布全國(guó)各地,由廠商直接安排培訓(xùn)師到各個(gè)代理商進(jìn)行培訓(xùn)的人力成本較高,為有效提高培訓(xùn)效率,減少?gòu)S商人力資源成本的支出,建設(shè)代理商的培訓(xùn)體系便成為了互聯(lián)網(wǎng)推廣企業(yè)的代理商體系建設(shè)中最為重要的一個(gè)環(huán)節(jié)。因此,如何通過(guò)代理商培訓(xùn)體系的搭建,利用代理商自有培訓(xùn)資源來(lái)有效提高代理商的整體素質(zhì),是互聯(lián)網(wǎng)行業(yè)經(jīng)營(yíng)主體的關(guān)注重點(diǎn)。因互聯(lián)網(wǎng)推廣的行業(yè)特征和業(yè)務(wù)發(fā)展特性,推廣產(chǎn)品的更新迭代速度非常之快,產(chǎn)品的生命周期相對(duì)傳統(tǒng)行業(yè)而言較短。因此在代理商端而言,產(chǎn)品知識(shí)的獲取速度和質(zhì)量及產(chǎn)品營(yíng)銷技巧的培訓(xùn)速度與應(yīng)用將直接影響互聯(lián)網(wǎng)廠商產(chǎn)品的市場(chǎng)宣傳覆蓋程度及業(yè)績(jī)完成情況,也直接影響了廠商對(duì)市場(chǎng)的影響力及控制力。故此,一個(gè)能快速響應(yīng)、迅速落地的代理商培訓(xùn)體系,對(duì)于廠商及代理商公司來(lái)說(shuō),都尤為重要�；ヂ�(lián)網(wǎng)搜索推廣業(yè)務(wù)也稱360搜索,是奇虎360公司商業(yè)化產(chǎn)品線上最重要的盈利產(chǎn)品。360搜索... 

【文章來(lái)源】：廣東外語(yǔ)外貿(mào)大學(xué)廣東省

【文章頁(yè)數(shù)】：113 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter I Introduction
    1.1 Research Background
    1.2 Research Objective
    1.3 Research Significance
        1.3.1 Theoretical Significance
        1.3.2 Practical significance
    1.4 Research Methods
        1.4.1 Literature review
        1.4.2 Questionnaire
        1.4.3 Interview method
    1.5 Research Frame
Chapter II Literature Review
    2.1 Concepts of Training system
    2.2 Overseas and Domestic Research Status
        2.2.1 The learning organization
        2.2.2 Training development steps and process
        2.2.3 The principle of training
        2.2.4 Training effect evaluation
    2.3 The influencing factors of training
Chapter III Case Description
    3.1 Background Information of Qihoo 360 company
    3.2 Agent training system Status Description
        3.2.1 Knowledge examination success rate is low
        3.2.2 The agent has no clear functional departments and personnel in training
        3.2.3 The autonomous training ability is poor
        3.2.4 Training agents formulated related management practices
        3.2.5 No enterprise internal training document precipitation agents
Chapter IV Case Analysis
    4.1 The questionnaire survey
        4.1.1 Research Objects
        4.1.2 The Design of Questionnaire
        4.1.3 Reliability and Validity Test for Questionnaire
        4.1.4 Descriptive Analysis of Sample Data
        4.1.5 Satisfaction data analysis
    4.2 Interview
        4.2.1 Research Objects
        4.2.2 Interview design
        4.2.3 The interview sample descriptive analysis
    4.3 Research conclusion
    4.4 Cause Analysis
        4.4.1 The lack of perfect training regulation
        4.4.2 Training course design is not reasonable
        4.4.3 Trainer ability is insufficient
        4.4.4 The lack of training effect evaluation
Chapter V Solution
    5.1 Establish and improve the research process of the training needs
        5.1.1 Platform for the research and analysis of training needs
        5.1.2 Intelligent research and analysis the training needs
    5.2 Establish an effective trainer development mechanism
        5.2.1 Major trainer certification program
        5.2.2 Lieutenant colonel trainer certification program
        5.2.3 Colonel trainer certification program
    5.3 Establish a perfect mechanism of curriculum development and testing
        5.3.1 The national curriculum resources sharing platform
        5.3.2 Curriculum development ADDIE standard model
        5.3.3 Course test multi-dimensional evaluation
    5.4 Establish an effective training effect evaluation mechanism
        5.4.1 Response assessment online
        5.4.2 Learning evaluation differentiation
        5.4.3 Behavior evaluation and effect evaluation Systematization
    5.5 Build a good corporate study culture
        5.5.1 With social and mobile products break the learning disability
        5.5.2 Innovative learning form to improve the learning interest
        5.5.3 Rewards and recognition outstanding trainees
        5.5.4 Creating a learning environment
        5.5.5 The agent training organization structure standardization
Chapter Ⅵ Conclusion and Research Prospects
    6.1 Conclusion
    6.2 Innovation
    6.3 Limitations and Prospects
REFERENCE
APPENDIX


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碩士論文
[1]HY集團(tuán)員工培訓(xùn)體系再設(shè)計(jì)[D]. 楊青梅.武漢理工大學(xué) 2007
[2]企業(yè)員工培訓(xùn)的理論與實(shí)踐研究[D]. 章景萍.安徽大學(xué) 2007



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