I 摘要 人才始终是企业发展壮大的核心要素，尤其是对我国经济发展有重要影响的 地产欧亿·体育（中国）有限公司更是如此。在经历了从 2003 年至 2018 年近 15 年的飞 速发展，房地产行 业正逐步从过去高速粗放的增长，转变为稳健高质的增长。要实现这样的转变必须 依赖优质专业的人才，做好企业人才储备。 本文根据 B 企业人才培养现状 ，运用案例分析方法和文献分析法等，针对 B 企业营销体系高层人才内生性建设和培养的实施策略分析研究，详细梳理每一步 培养路径，致力完善和改进 B 企业自身的营销高层 人才“造血”功能，实现营销高 层内生性人才培养突破，以此来解决营销高层人才供应脱节的问题，帮助企业健全 稳定有效的人才发展机制。因此，本文在案例研究的基础上首 先明确了人才培养的 相关理论和价值，将人才培养和培训进修了清晰的界定，避免将两者混为一谈，从 而在根本上确定人才发展的目的和意义。其次，结合 B 企业营销体系高层 人才培 养的现状和问题进行了逐步剖析，从培养需求、培养计划、培养实施、培养评估四 方面完整复盘营销体系高层人才培养的实施细节和关键步骤，找出当下营销高层 人才培 养的痛点并根据 B 企业现状提出了清晰具体的人才培养解决方法以及改进 策略，全面系统的迭代了营销体系高层人才培养体系的思路和方法，帮助 B 企业 改善营销高层人才培 养效率。尤其是进一步阐述清楚了 B 企业营销体系高层人才 培养的运营保障措施，同时将组织管理纳入人才发展保障的机制中，以此确保营销 高层人才可持续的健康孵化。 本 文对 B 集团如何建设一支执行力强、管理能力卓越的营销高层人才队伍， 并保持人才的持续输送和涌现进行了大胆探索，对于 B 集团这家刚迈入千亿营收 的房企具有典型的指 导和启发意义。 关键词：培养体系，人才培养，营销人才ABSTRACT II ABSTRACT Talent is always the core element of enterprise development, especially the real estate industry which has an important impact on China's economic development. After nearly 15 years of rapid development from 2003 to 2018, the real estate industry is gradually changing from the past high-speed and extensive growth to steady and high- quality growth. To achieve this transformation, we must rely on high-quality professional talents and do a good job of talent reserve. In this paper, according to the current situation of personnel training in B enterprise, using case analysis method and literature analysismethod, thispaper analyzes andstudies the implementation strategy of endogenous construction and training of high-level talents in B enterprise marketing system, combs in detail each step of training path, and strives to perfect and improve B enterprise's own "hematopoietic" function of marketing high- level talents, so as to achieve a breakthrough in the cultivation of high-level marketing talents To solve the problem of high-level marketing talent supply disconnection, help enterprises improve the stable and effective talent development mechanism. Therefore, on the basis of case study, this paper first clarifies the relevant theory and value of talent training, clearly defines talent training and training, avoids confusing the two, so as to fundamentally determine the purpose and significance of talent development. Secondly, combined with the current situation and problems of high-level personnel training in B enterprise, the paper analyzes the implementation details and key steps of high-level personnel training of marketing system from four aspects of training demand, training plan, training implementation and training evaluation, finds out the pain points of current marketing high-level personnel training, and puts forward clear and specific talent cultivation solutions according to the current situation of B enterprise Methods and improvement strategies, comprehensive and systematic iteration of the marketing system of high-level personnel training system ideas and methods to help B enterprise improve the efficiency of marketing high-level personnel training. In particular, it further expounds the operation guarantee measures of B enterprise marketing system high-level talent training, and puts the organization management into the talent development guarantee mechanism, so as to ensure thesustainable and healthyincubation of marketing high-level talents.摘要 III This paper makes a bold exploration on how to build a high-level marketing talent team with strong executive power and excellent management ability, and maintain the continuous delivery and emergence of talents. It has typical guiding and enlightening significance for group B, a real estate enterprise which has just entered into 100 billion revenue. Key words: training system, personnel training, marketing personnel目录 IV 目录 第一章 绪 论.........................................................................................................................1 1.1 本文选题的目的和意 义........................................................................................... 1 1.2 本文研究方法 ........................................................................................................... 2 1.2.1 文献法 ................................................................................................................ 2 1.2.2 案例分析法 ........................................................................................................ 2 1.2.3 问卷调查法 ........................................................................................................ 2 1.3 本文研究内容 ........................................................................................................... 3 1.4 研究框 架.................................................................................................................... 3 第二章 相关理论综述 ........................................................................................................4 2.1 人才培养体系相关理 论........................................................................................... 4 2.1.1 罗斯威尔的人才培养与继任规划管理生命周期理论 ................................. 4 2.1.2 马克斯.韦伯的系统化人才培养理论 ............................................................. 5 2.2 企业人才培养体 系概述........................................................................................... 7 2.2.1 培训与培养的定 义............................................................................................ 7 2.2.2 人才培养体系构建的意义 ............................................................................... 8 2.2.3 人才培养体系构建的原则 ............................................................................... 8 第三章 B 集团营销高层人才培养体系现状及问题分 析.............................................10 3.1 B 集团发展概况及组织架 构..................................................................................10 3.1.1 B 集团发展历程及业务情况 ..........................................................................10 3.1.2 B 集团组织架构 ...............................................................................................11 3.2 B 集团营销体系及高层人才概况 .........................................................................12 3.2.1 B 集团营销体系概 况.......................................................................................12 3.2.2 B 集团营销体系组织架构概况 ......................................................................12 3.2.3 B 集团营销高层人才概况 ..............................................................................14 3.3 B 集团营销高层人才培养体系现状 .....................................................................15 3.3.1 高层人才培养体系搭建背景 .........................................................................15 3.3.2 营销高层人才梯队培养体系 .........................................................................15 3.4 营销高层人才培养体系的调查分 析....................................................................28 3.5 营销高层人才培养体系问题分 析........................................................................30 3.5.1 培养需求问题分 析.................................................................................