直銷業務人才培育之個案比較研究

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題名:	直銷業務人才培育之個案比較研究
作者:	張淑瑩;Chang, Shu-Yin
貢獻者:	高階主管企管碩士班
關鍵詞:	直銷;多層次傳銷;人才培育;獎金制度;培育訓練;Direct sales;multi-level MLM;talent cultivation;bonus system;cultivation training
日期:	2019-06-04
上傳時間:	2019-09-03 15:10:20 (UTC+8)
出版者:	國立中央大學
摘要:	直銷業在台灣發展超過30年，且持續呈現穩定成長的趨勢; 是一種透過減少行銷通路環節的商業模式，也可稱為是網路行銷(Network Marketing)，結構行銷(Structure Marketing)。其行銷模式是透過人與人之間口碑傳播，有效地將產品與服務直接銷售給消費者，因為降低行銷成本，所以會有利潤空間分配給傳銷商及消費者。傳銷是用極少資金就可以開始的事業，不需要有特殊背景、經歷、學歷即可開始，全職用心投入經營還有機會可在傳銷事業中得到全方位的成功。傳銷商是公司的營銷通路，扮演著消費者，推廣者與創業者三種身份，所以對於公司而言，如何在不同身份中給予適當的培育訓練，達成不同身份的績效目標，就能整體地提升公司績效。所以傳銷商一向是傳銷公司主要培育的業務人才對象，但因為傳銷商大多為消費心態，且兼職者居多其培育訓練模式將有異於一般傳統行業求員工內訓，本論文將以文獻收集探討及2家個案公司比較方式，進行文件比較分析，從中找出個案公司在不同身份訓練中三個方向的探討: 1)人才培育訓練模式 2)人才培育訓練內容 3)人才培育發展策略，並分別給予個案公司及全職創業傳銷商建議方案。;The direct selling industry has been developing in Taiwan for more than 30 years and continues to show a stable growth trend. It is a kind of business model which is reducing the marketing channels, and it can also be called Network Marketing, Structure Marketing. The model was worked as word-of-mouth communication between people to sell products and services directly to consumers. Because of the reduction in marketing costs, there will have more profit margins to allow company re-allocated to distributors and consumers. The MLM business is a business that can be started with very little capital. It does not need to have a special background, experience, or academic qualifications to start. Full-time intentional investment and opportunities can be fully successful in the MLM business. The distributor is the company′s marketing channel, playing the role of consumers, promoters and entrepreneurs. How to give appropriate training in different identities and achieve different performance goals, which will improve overall corporate performance. Therefore, the distributors have always been the main development salesman of the MLM company. However, most of the distributors are in a consumer mentality, and being as part-time job. It is a quite unique training mode verse with traditional industry, the paper will discuss the literature and compare to two case companies try to find out the three directions of trainings: 1) Talent cultivation training mode 2) Talent cultivation training content 3) Talent cultivation development strategy, and give the proposals to the case companies and full-time entrepreneurial distributors.
顯示於類別:	[高階主管企管（EMBA）碩士班] 博碩士論文

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