| Summary: | 碩士 === 雲林科技大學 === 企業管理系碩士班 === 96 === As a highly competitive era of the global economy, the fact that the 21st century is the era of knowledge-based economy and competition of human resources is constantly accentuated in many management articles. Surely a company''s development needs qualified human resources. Meanwhile, the promotion of human resources is increasingly paid more attention, especially various trainings that arranged by individual companies, in addition to the entire human resources from society.
However, in the traditional corporate organization, the units of education and training usually set up in the Human Resources Department. Additionally, in general, the main target of education and training are the internal staff. Shall we follow the concept like that, or re-examine the potential needs of customers from the internal and external organization to find out new orientations and opportunities? As a result, how to create new education and training models and orientation to make sure that the education and training are not hidden in the door which act as a hand behind the scenes? How to change this kind of role and eventually become the assistant for business competitiveness, even a kind of power hand in commercial activities, which means that the education and training could become a significant learning and create new competitive advantages? This is the main motive for this study.
This research will be tested by action research: 1) whether or not promote the interests of relationship 2) whether or not develop shared values and communication 3) whether or not enhance relationship commitment and trust through the education and training between distributors and channels, in order to get closer cooperation and upgrade of recognition, bring the improvement of operating performance, enhance the competitiveness of enterprises. That means we plan to probe into the model which combines education training and relationship marketing by empirical cases.
The process of this empirical study includes the selection of distributors and channels, curriculum selection and implementation and depth interview after training, after-training behavior survey, after-training behavior and attitude of observation, sales data collection and the analysis of related information.
From the above, this study combine the relations interests, shared values and communication with the education and training courses between distributors and channels to enhance relationship commitment and the degree of trust to make cooperation more closely, the level of recognition higher, and reduce the tendency of departure, which eventually bring the improvement of operating performance, enhance the competitiveness of enterprises.
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