現在經濟環境變化快速，原有的市場經濟結構的改變，消費者購買力也跟著下降，迫使企業必須重新思索未來具競爭的策略及管道。各企業在營業額與獲利都相對萎縮之下，紛紛採行各種降低成本措施。就經營策略、成本的考量，企業在內部資源有限之下，如何有效的運用人力資源策略，以提昇企業的競爭優勢? 近年來資訊科技的盛行與運用，負責企業教育訓練人員更可利用網路科技，進行多元性課程訓練、資料維護等教育訓練管理。本研究以2010 年12 月銷售量前兩名之汽車公司「Volkswagen」與「Toyota」為例，透過個案訪談了解兩家企業在教育訓練模式上的差異。研究結果發現目前兩家公司的教育訓練模式皆屬制式且程序的方式，對汽車銷售員的成功影響不大，而研究也發現對汽車銷售員最重要的成功法則應是銷售員的經驗，而非是公司提供的教育訓練。因而，研究結果迫使我們思索，教育訓練如何改善? 如何幫助員工提昇銷售經驗? 這則是目前企業教育訓練中應要著重的項目。
The economic environment changing is fast, the original market economy structure' has changed, the consumer purchasing power is also dropping, this force company rethink deeply about the competition in the future the strategy and the pipeline. Various companies under the turnover of profit atrophy ha*ve picked a line to reduce the cost. On management strategy,
cost consideration, companies under the internal resources are limited, how does the effective utilization human resources strategy promote company's competitive advantage? In recent years, information and technology being in vogue with utilized, company educational trainers
responsible can use the network and technology to train, education and training management and so on material maintenance. This research take December, 2010 sales volume and selected first two car company “Volkswagen” and “Toyota” as an example, to do the case interview in the education and training pattern. Research conclusion found out that these two companies are followed the steps-progress of educational training, which is not really have great influence of these sales. Also, the companies have found out that the most important elements of success are sales’ experiences, which is not really related to the educational training. Therefore, the conclusion can make us think: how can we improve? How can we promote sales’ experiences? These are the important elements of companies’ educational training.
