我国早期的员工培训，只是一些简单的技术培训，以及一些诸如操作规程、劳 动纪律等程序化的加强。20 世纪 90 年代中期，培训业开始分化，针对企业管理层的 培训开始在企业推广。尤其从近几年开始，私营企业规模不断加大，源于港台地区 以及海外地区的“培训热”开始出现在沿海一线城市，并从深圳、广州等城市扩展 至珠江三角洲地区，最后向全国范围不断推开。因为培训主办者改变自身角色，低 层次的培训内容越来越少，高层次培训内容所占比重加大，培训内容涉及管理、营 销、团队建设以及人力资源等多个领域。培训主办者主要是长时间活跃在商业领域 的管理人员，这部分人员了解什么样的培训内容是企业需要的内容，也懂得如何提 高培训效果，他们总是以积极的态度和行为投入到培训中。总之，管理培训业从低 级培训向高级培训悄悄转变。 本文研究对象为 SDGH 管理培训公司，笔者首先介绍了本次研究的背景、意义 以及当前的研究现状，接着对本次研究所涉及的相关理论进行了介绍，为深入研究 提供了理论支持。在此基础之上，笔者分析了互联网背景下的培训欧亿·体育（中国）有限公司外部环境和 SDGH 管理培训公司的内部环境，并分别从课程培训评估和课程发展现状两个角度 出发对 SDGH 管理培训公司业务发展现状进行了分析，总结出 SDGH 管理培训公司 发展过程中暴露出的不足，并与公司实际情况相结合，有针对性的提出了有利于该 公司发展的有效策略。本文提出的保障 SDGH 管理培训公司发展战略实施的策略主 要涉及四个方面，分别为构建健全的组织架构、加大财务管理力度、构建合理的人 力资源管理体系以及提升信息化管理水平等，这些策略对促进 SDGH 管理培训公司 发展具有重要意义。 关键词：SDGH 管理培训公司 发展战略 管理培训II 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract In our country, the past enterprise employee training, just some simple technical training, and some, such as the operating rules, strengthen to the labor discipline and other procedures, and training is often in the work performance is poorer, or to make a mistake in the work of employees, so both in management and in the enterprise staff training is generally believed that is the result of the poor performance, is bad for performance or make mistakes a punishment, so there is a widespread reluctance to accept training. In the mid-1990s, the training industry began to divide. In addition to skills training, advanced training, that is, training aimed at enterprise management, began to become popular in the enterprise. Especially in recent years, with the expansion of private enterprises, especially the entry of advanced training elites from Hong Kong, Taiwan and overseas, the training fever started to spread from the pearl river delta to the whole country from the central cities of guangzhou and shenzhen. In addition, due to the change of the sponsor's role, the training content has also been developed from the low level to the high level, and the training content such as marketing, management, human resources and team building is very popular. Most of the organizers of this kind of training are managers who have been working in the enterprise for many years. They know well what kind of training is needed by the enterprise, and they know better training in different ways. The management training industry is quietly undergoing a revolution from low-level training to high-level training. Based on this, taking SDGH management training company as the research object, first elaborated the research background, significance, research status at home and abroad, this paper discusses the related concepts and theory, the theory basis for the study of the subject, then from the web-based training under the background of industry environment analysis and SDGH management training company internal environment analysis of two aspects analyzes the SDGH management training company development environment, and from the course evaluation of two aspects, this paper discusses the present situation and the course training SDGH management training company business situation, and find SDGH management training company main problems of the current development, FinallyIII 华 中 科 技 大 学 硕 士 学 位 论 文 combining SDGH management training company actual situation, proposed SDGH management training company development strategy selection and implementation, to ensure that the strategy implemented, this article from the perfect organizational structure, improve the human resource management system, strengthening financial management, strengthen the information management four aspects to ensure the implementation of the strategy, so as to offer reference for SDGH management training company development. Key words: SDGH management training company Development strategy Management trainingIV 华 中 科 技 大 学 硕 士 学 位 论 文 目 录 摘要................................................................................................................I Abstract............................................................................................................II 图目录.............................................................................................................VI 表目录............................................................................................................VII 1 绪论..............................................................................................................1 1.1 研究背景............................................................................................... 1 1.2 研究意义............................................................................................... 1 1.3 国内外研究现状...................................................................................2 1.4 研究内容与方法...................................................................................4 2 学习与战略相关理论概念论述.................................................................5 2.1 概念论述............................................................................................... 5 2.2 理论基础............................................................................................... 6 3 SDGH 管理培训公司发展环境分析........................................................ 9 3.1 基于互联网培训背景下欧亿·体育（中国）有限公司环境分析...............................................9 3.2 内部环境分析.....................................................................................19 4 SDGH 管理培训公司业务开展现状与存在的问题..............................27 4.1 课程开展现状.....................................................................................27 4.2 课程培训评估.....................................................................................31 4.3 当前发展所存在的主要问题.............................................................33 5 SDGH 管理培训公司发展战略.............................................................. 37 5.1 战略的制定......................................................................................... 37V 华 中 科 技 大 学 硕 士 学 位 论 文 5.2 三种竞争战略的可行性分析.............................................................38 5.3 竞争战略............................................................................................. 40 5.4 战略的实施......................................................................................... 42 6 战略的实施保障.......................................................................................51 6.1 完善组织构架.....................................................................................51 6.2 完善人力资源管理体系.....................................................................52 6.3 强化财务管理.....................................................................................54 6.4 加强信息化管理.................................................................................55 结 语..............................................................................................................57 致 谢..............................................................................................................58