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肇庆市为旅游城市，工业并不突出，相比石油化工行业等其他垄断行业，移
动通信行业垄断程度不高，各通信企业间竞争更加剧烈。中国移动肇庆分公司当
前正处在经营模式转变关键时期，但目前公司内部营销人员素质能力与公司转型
发展时期对员工提出的要求还有一定差距，存在营销能力偏弱、服务意识不强、
对新业务不熟悉的情况，因此目前营销人员的整体水平难以满足公司未来发展的
需求，现有内部培训也不能对营销人员的业务水平和综合能力提升起到有效作用，
导致年轻营销人员得不到需要的岗前培训和在职发展培训，员工流失率高，营销
业绩达不到预期增长。因此公司急需一套科学有效的培训体系及完整培训机制解
决此类问题，帮助营销人员和公司共同发展。本文首先阐述了研究背景及意义，
然后分析介绍了本文的主要内容以及分析所用的方法和有关技术方案。其次分析
了国内外研究现状和相关理论。通过对中国移动肇庆分公司现有培训制度的研究
和整理分类，对肇庆分公司在营销人员培训方面的不足和缺陷进行了分析整理
重新设计肇庆分公司的营销人员培训体系，构建起中国移动肇庆分公司营销人员
培训的整体框架，完善了之前欠缺的培训保障体系。最后对本文的研究内容进行
回顾和反思，为今后的研究提出展望。本文的结论是目前中国移动肇庆分公司的
营销人员培训体系并不完善，需要进一步优化。肇庆分公司培训中出现的问题也
是目前我国企业普遍存在的，本文的优化思路可供其他企业参考。在设计优化培
训体系时要根据当前科学管理理论，通过科学的步骤进行设计，并在实际执行中
不断反馈优化以便达到培训的预期效果
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关键词：培训体系，营销，通信，人力资源
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Abstract
The current Chinese communication market competition is fierce, in order to
survive in the fierce market competition, companies need to strengthen the training of
marketing personnel, marketing personnel is fighting in the forefront of the market staff,
a professional and comprehensive quality of the marketing team, is the key to improve
the competitiveness of enterprises through the letter. In order to better the construction
of mobile communication marketing staff team, to explore a set of new system, this
system needs to the current marketing personnel to adapt, and this system must be
scientific, standardized and effective, in the current market environment, a complete set
of training system is an important guarantee for training the marketing staff of the
communications industry.
China Mobile Zhaoqing branch is in the key period of the change of operating
mode, but now the company internal quality and ability of marketing personnel and
company restructuring and development on the staff of this standard there is a certain
gap, the existence of marketing ability is weak, not strong sense of service, the new
business is not familiar with the situation, so the current marketing staff level to meet
the future development the needs of the company, internal training mode can effectively
help to the comprehensive ability of marketing personnel to improve the level of
business, the company needs a set of scientific and effective training system and
training mechanism to solve these problems, to help marketers and common
development company. Therefore, based on modern human resources training theory as
the theoretical basis, using the method of questionnaire, observation and other methods,
training status of the company&39;s marketing staff of China Mobile in Zhaoqing, puts
forward the existing problems in training, and re designed for the Zhaoqing branch of
China Mobile marketing staff training system and training system measure system. First
of all, this paper describes the background and significance of this study, and then
analyzes the main contents of this paper and the analysis of the methods used and the
relevant technical solutions. Secondly, it analyzes the domestic and foreign research
status and related theories. Based on the research and sorting of the training system of
Zhaoqing branch of China Mobile, this paper analyzes the deficiencies and defects of
the marketing training of Zhaoqing branch. Redesign the marketing staff training system
of Zhaoqing branch, and build the overall framework of marketing training for China
Mobile Zhaoqing branch, and improve the training guarantee system. Finally, this paper
reviews the contents of the study, and puts forward the direction for further research and
future prospects.
Keywords： training, marketing, Communication, human resourcesIV
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目 录
摘要.......II
Abstract......III
目 录.......IV
第 1 章 绪 论..........1
1.1 研究背景...1
1.2 研究意义...2
1.2.1 理论意义....2
1.2.2 实践意义....3
1.3 研究方法...3
1.4 技术路线...4
第 2 章 文献综述与理论基础........5
2.1 文献综述....5
2.1.1 国外研究现状.........5
2.1.2 国内研究现状.........9
2.1.3 文献评述...11
2.2 理论基础..12
2.2.1 培训的概念...........12
2.2.2 培训体系...13
2.2.3 学习型组织理论...13
2.2.4 培训需求分析理论...........13
2.2.5 培训模型理论.......14
2.2.6 职业生涯管理理论...........17
第 3 章 中国移动肇庆分公司营销人员培训基本情况..18
3.1 中国移动肇庆分公司简介.........18
3.2 肇庆分公司营销人员基本情况.18
3.3 营销人员的主要工作职责.........20
3.4 培训现状分析.....20
第 4 章 中国移动肇庆分公司营销培训存在的问题......22
4.1 缺乏全员培训理念.........22V
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4.2 缺乏完善的培训体系.....23
4.3 缺乏培训需求分析流程.24
4.4 培训计划欠合理.......
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