消费者需求.ppt

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1、,Identify Needs 确认需求,Identifyneeds确认需求,Design theprogramme设计课程,Set objectives设立目标,Select methodsof measurement选定评估方法,Measure thechange in performance评估行为 /表现上的改变,Run theprogramme 执行课程,The Training Cycle 训练循环图,Combine Three Approaches 三种方法的结合,Top Down由上而下,Bottom Up由下而上,Introspection由内而外,Top Down 由上而下

2、,Ask HOC for input when the annual plan is being put together September/October拟年度计划时(九月/十月),向HOC徵询意见.Ask discipline and department heads 询问部门主管及各分公司总经理Pay particular attention to non advertising disciplines whose needs can pass un-noticed amid the clamour of our core advertising business特别注意非广告的公司需

3、求,因为很容易被忽略Dont forget Mindshare/The network不要忘了Mindshare,Top Down (Contd) 由上而下 (续),Use open questions选用开放式问题 Make sure that specialist training needs and teachers are identified确认特定的训练需求及讲师.,Examples of Questions 问题举例,Why do you think our training was so (in)effective last year?你认为为什麽我们去年的训练是这麽(没)有效

4、率?It would help me if you could tell me what the Board are saying about training如果你能告诉我董事会对训练的看法可能会有些帮助. How do you see the role of training in helping us achieve next years plan? Where are the areas of stretch where training can help?训练在达成明年的计划中扮演著什麽样的角色呢? 训练可以帮助延伸什麽目标?,Examples of Questions (Contd

5、) 问题举例 (续),How do you feel the changes in the economy and our business need to be reflected in what we do in training?你认为那些经济上或我们生意上的改变,是可以反应在训练上的呢?Thinking ahead to next year, what do you think are the new training needs we need to address?展望明年,你认为训练有那些新的需求呢?,Bottom-up 由下而上,Include questions in sta

6、ff surveys在员工调查中列入问题 eg Annual survey (NZ) Chili Audit (KL) Ask staff to tell you what they want - via notice board, staff magazine or suggestions box藉由公布栏,员工杂志或意见箱,让他们告诉你他们想要什麽,Bottom-up (Contd) 由下而上 (续),Pick up from the appraisal system (most formats have a section where people are asked what trai

7、ning they would like) and consolidate. Be sensitive to confidentiality 由评估表中选取(大部份的表格中都会问他们喜欢什麽样的训练)对机密保持敏感度)Go back over the reviews of last years sessions to look for gaps and unfulfilled needs 回头检视去年的训练评估表,并找出训练及实际需求间的落差.,Introspection 由内而外,What did you feel went badly wrong last year that you ca

8、n put right - after all you are likely to be the closest to knowing this?你认为那些是去年做错的而可以修正的部份?What are other countries doing? Does that suggest any hidden needs?其他国家在做些什麽呢?是否暗示了任何隐藏的需求呢?Do you know of anything our competitors or outside training companies are doing that suggest things we are missing?

9、是否有任何事是议是竞争对手或外界的训练中心在做, 而我们没有的?,Combine Needs From the Three Sources 从三项资源中结合需求,List them all 全部列举Prioritise them using the strategic impact matrix藉由策略性冲击方阵来找出优先顺序Ask for 20 minutes at the next board meeting to do this在下一次的董事会议中花20分钟来做这件事Or do it with an inside group of training enthusiasts或者和一群内部训

10、练的热中者来做(either way you will build ownership and commitment)(藉由这二种方法你都可以建立所有权及承诺) Then select starting with the highest prioritised needs 然後开始选择最优先的需求,Strategic Impact Matrix 策略性冲击方阵,A simple tool for a group to use to agree priorities between a number of issues or action proposals一个能帮助一群人在众多事项或行动计划中

11、做下决定的简单工具,Strategic Impact Matrix 策略性冲击方阵,How to Use It 如何使用,Before rating each item, make sure the owner of the item clarifies it to the group so there are no misunderstandings在评估每一个项目之前,确定大家对各项条件都非常清楚, 没有任何认知上的错误 The group are invited to call their ratings for both importance and urgency整群人都应该将重要度

12、及紧急度The score for importance should always be called first, the score for urgency second重要度的分数应摆在第一顺位,而紧急度的分数则在第二.Each member of the group has one chance only to vote. Or to abstain if the group rating is agreed with每个成员只有一次投票机会,否则以弃权论.,How to Facilitate It 如何运用,Start with the marker on the centre 5

13、.5 position从5.5的中心点开始评估.Remember that we are looking for an average of all the calls 请记住我们找寻的是每个人意见的平均值Resist the temptation to be overly influenced by the last call or by the call of the most senior person present防止由最终发言者或最资深者发言之意见为结论.Listen for the calls of the quieter members of the group. When there are no more bids, mark the point and move on聆听一组中较安静成员的声音.在没有其他的意见後,标下分数并继续进行When the group is polarised on an issue, mark the minority view as well as the majority view在出现两极化的声音时,同时记录下两种不同的意见.,Strategic Impact Matrix 策略性冲击方阵,Strategic Impact Matrix 策略性冲击方阵,