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在不同的时空背景下会有不同时期的组织专长,强化组织优点绝对优于改正组织缺点,就像《从A到A~+》书中所述,先找对人再决定要做什幺,运用在直销组织上便是借由组织的专长来发展策略。直销运作的过程中,有绝大部分的人将重点放在启动直销商架构组织,因而直销商的基本功与公司做出的条例,包含规划、定位、优惠策略,配套措施等,都是因应架构组织产生的做法。就训练的角度而言,要改正自己的缺点不如强化自己的优点,同样的,组织如何有效且永续经营,其运作技巧也在于善用组织阶段性专长的核心战略。本文将以蓝球的防守战略来描述。
In different time and space backgrounds, there will be organizational expertise in different periods. Strengthening organizational strengths is definitely better than correcting organizational shortcomings. As described in the book “From A to A++”, first find the right person and then decide what to do. The use of direct marketing organizations is to develop strategies through the expertise of the organization. In the direct selling operation process, most people focus on starting the organization of direct sellers. Therefore, the basic skills of direct sellers and the regulations made by the company include planning, positioning, preferential policies, and supporting measures. Organizational practices. From the training point of view, to correct their shortcomings is better than to strengthen their own strengths. Similarly, how effective and sustainable the organization is to operate is to use the core strategy of organizing the stage expertise. This article will be described in terms of basketball’s defensive strategy.