沃尔玛培训体系-3

1、Wal-MartChinaCO.,LTD.沃尔玛中国有限公司-ConfidentialWal-MartChinaCO.,LTD.沃尔玛中国有限公司-Confidential-机密-04/27/22Page of22Training培训RegionalTrainer区域培训员Chapter3RegionalTrainer第3章区域培训員Supercenter-购物广场TotheRegionalTrainerofSupercenter,theimportantdutyisthemanagementtrainingofstores.Additional,andthemodificationofthe

2、MTPprogramareessentialfollowingupoftheMTtraining.对于购物广场的区域培训员来说，重要的职责是各个店中管理层的培训，除此以外，还有MT培训的跟进和MTP课程的修改。TrainingofManagement管理层的培训Courses课程RegionalTrainerdirects10coursesoftheManagementtraining.Followingisthebriefofeachtrainingprogramandthespecificmanagement:区域培训员负责10项管理层课程，以下是各个课程所针对的相应管理层及简介：Trai

3、ning培训RegionalTrainer区域培训员MTPSOSCashOfficeLF:LeadershipFoundations.LeadershipFoundationsisthefirsttierofWal-MartLeadershipandSkillBuilding.ManagementAssociatesthatsuperviseothersarestronglyurgedtoattendthistraining.PleasenotethatthiscourseisaprerequisiteforWaltonInstitute.LF:领导艺术培训是建立沃尔玛领导才能和技巧的第一条纽

4、带，管理层员工非常有必要参与这个培训，应注意LF是上WI课程的先决条件。Topicscoveredinclude课程内容包括：PeopleSkillsforsuccessasaWal-Martmanager作为一个成功的沃尔玛管理层的为人技巧;Skilldevelopmentincommunication,delegation,empowermentandteambuilding在与人沟通、授权和团队建设中的技巧培养；ServantLeadershipandhowhonestyandintegrityrelatetomanagingothersTraining培训RegionalTrainer

5、区域培训员公仆领导和评估他人工作的忠诚；ManagingDiversityatWal-MartStores,Inc.沃尔玛公司中多样化的管理；ResourcesforLiving生存的资源；EffectiveCoaching有效的指导。Pleasenotethatthisworkshopisforthreefulldays.AllthetraineewillreceiveaTcertificateafterthistraining.整个课程历时3天，完成培训后学员可获得一份毕业证书。PI/POS:PerpetualInventory/PointofSales.Thisisthebasicpro

6、gramofretailindustry.PerpetualInventory(P.I.)isasystemthatletsusknowhowmuchofeachitemwehaveinourstore.Itdoesthisbykeepingtrackofthemerchandisethatcomesinandgoesoutofthestore.P.I.alsoallowsus,whennecessary,toreviewandadjustanitem-hsando.nAnon-handissimplythetotalquantityofaniteminthestore.PI/POS:即永久库

7、存/POS补货是零售业的基础课程。永久库存系统通过跟踪各种商品在商场中的进出，让我们了解商场中各种商品的数量，必要时，这个系统还允许我们观察并调整手头上的商品数量。BenefitsofP.I.PJ的优点OurP.I.systemallowsustoprovidebetterCustomerServiceandoperatemoreefficiently.SomeofthebenefitsofourP.I.systeminclude:P.I系统使我们更好地提供顾客服务，更有效地进行商场运作。其优点体现在以下各方面:Training培训RegionalTrainer区域培训员AnimprovedI

8、n-StockPosition.Thisleadstomoresalesandinturnproducesmoreprofitandmoreprofitsharingdollars.保证現貨。在保证销售的同理满足顾客的需求；ReducedInventoryLevels.Thismeanslessmarkdowns,reducedshrinkageandloweroperatingandaccidentcosts.减少库存量。这意味着更少的书面记录、更少的损耗和更少因操作不当或事故所造成损失；ImprovedCustomerService.P.I.allowsusmoretimeforCusto

9、merServiceandmerchandising.提高顾客服务。P.L系统使我们有更多的时间花在采购和顾客服务上；TimelyandAccurateInformation.ThisassistsourBuyers,DistributionCentersandVendor-Partnersinmakingmoreinformedpurchasedecisions.及时和准确的信息。这个系统将帮助我们商場的員工、分销中心和供应商伙伴达成更正确的采购决定。In-stockisthemostimportantaspectofCustomerService.CustomersExpecttofind

10、theitemstheywant.Ifwedonothaveanitem,theCustomermaynotbesatisfiedwiththeirshoppingexperienceanddecidetoshopsomewhereelse.保证现货是顾客最的方面，顾客总是希望买到他们想要的东西，如果我们不能做到，他们会不满意并转到其它地方购物。Thewaythatwereordermerchandisetoensurein-stockiscalledPointofSale,orPOSReplenishment.Itisamethodoftrackingandorderingmerchandi

11、sethroughtheregistersandyourstorescomputersystem,calledtheSMARTSystem.Thisaccomplishedthroughobtaining:我们通过不断的发出補貨，订单订购商品保证现货的方式，是通过收银台和商场内的电脑系统跟踪和订购商品的方法就是销售点补货，订貨的准备需要Training培训RegionalTrainer区域培训员系统以下信息：Pointofsaledatafromyourscanningregisters.收银台扫描器的销售点数据Pointofsaledatafromyourscanningregisters.

12、收货的信息Lastyearssalesdata.去年的销售数据Maximumshelfquantity.最大的货架量On-handinformationyousupply.現貨存量TheStoreReplenishmentSystemattheHomeOfficeusesallinformationtocalculatesuggestedorders.ThePOSReplenishmentSystemusesdatafromyourstoretocalculatesuggestedorders.Thiscreatesordersthatarecustomizedtoyourstoresrate

13、ofsale.ThedetailcontentwouldbediscussedinthePI/POSprogram.总部电脑系统运用所有的这些信息计算建议訂单，商场同事审核完成真正适合商场销售的订单。以上的内容都会在PI/POS课程上做详细的介绍。Rec/Inv:Receive/Invoice.Itisahalfdayclass.Thebriefistheprocedureofreceivingandtheworkingprocedureofinvoiceoffice.Thereceivingprocedureincludesthecategoriesofreceiving,thechecki

14、ngpointsofreceivingandthemanagementofreceivinginvoice.Additional,theInvoiceincludesthecategoriesofinvoicework,thecheckingpointsofinvoice,thecheckingpointsoffinanceandthecheckofFresh.Rec/Inv:Receive/Invoice，收货及票据，半天的课程。主要内容是收货程序和票据办公室工作流程。收货程序包括商场的收货种类、收货查验要点、收货Training培训RegionalTrainer区域培训员部票据处理方案。票

15、据方面包括票据部工作种类、票据部核查要点、财务核查要点和鲜食盘点。WFI/PTS:WaltonFoodInstitute/ProfitThroughSanitation.WFI/PTS:沃尔顿食品学院。ItisamanagementtrainingprogramthatfocusontheFreshDepartment,includingtheProduce,Seafood,Meat,Deli.andBakery.Theclasslengthistwodays.ItprovidesthefundamentaltoolsforuseinthemanagementoftheWal-Martfood

16、business,includingtheGrossMarginReport,CostInventory,andthebasicoperationsofFreshDepartments.针对鲜食部门，包括果蔬、海鲜、肉类、熟食和面包房而设的一项管理课程。历时两天。该课程为沃尔玛食品业提供基础的管理工具，包括利润总额报告、开销目录清单和鲜食部门的基本运作。ManagingProfit:Onedaycourse.即利润管理，一天的课程。Itprovidestoolsandtechniquestoincreaseprofitabilityinthestorebyusingkeyfinancialto

17、ols,includingtheSalesandPurchaseandSWASRecapreports,aswellastheP&LandJournal.该课程通过运用基本的财务手段为提高商场利润提供工具和技术，包括销售、购买、“店中店”更新报告、p&l和分类帐等等。BBM:BuildingBetterMerchant.即成功商人之道。Wal-Martalwaysemphasizesmuchontheauthorizationofthedailymanagement.ThroughthetrainingofretailindustryoperationskilltotheSupervisor/

18、DM,itcouldfullyindicatethebestpartoftheSWAS.沃尔玛一直强调对日常管理得授权，通過对楼面主管/经理在零售商业运技巧Training培训RegionalTrainer区域培训员得培训，可以充分体现出店中店文化的精髓。Thebriefofthiscourseis:这门课程主要讲授Featuresselling商品特卖Competition/advertisement/clearance竞争/广告/清仓Storewithinastore店中店Crossmerchandising交叉陈列SOS:ShrinkageOverviewSeminar.Onedayco

19、urse.SOS:即损耗分析课程，一天的课程。Itprovidetoolsandtechniquestopreventshrinkage,bylearninghowtoimplementoperationalcontrols,analyzingkeyreportsintheUPCOffice,Claims,Receiving,floorsandFront-End,andhowtoconductpreandpostinventoryactivitiesandreviews.Atthesametime,thetrainerfromLossPreventionwillsharetheinformat

20、ionaboutthecontrolpointofstorestealingfrominsideandoutsideandsomeexamplesanalysis.Itaimstoincreasethelosscontrollingskillofthemanagement.课程让学员通过学习如何运用营运控制，分析UPC办公室、索赔办、收货部、楼面和前台、票据办和防损各部门的损耗控制点，为防止损耗提供工具和技术。同时，防损部的同事会分享商场内外盗得控制点和案例分析，提高管理层的损耗控制技巧。Training培训RegionalTrainer区域培训员CashOffice:CashOfficeis

21、thechiefdepartmenttohandlingtheallthecashfloatingofthestores.InWal-Mart,DGMisauthorizedtosignonvarietiesofexceptionfromCashOfficereport.现金办：现金办是处理商场全部现金流动的重要职能部门，在沃尔玛商场，副总被授权签署各类现金办报告监督异常情况。TheBrief主要讲授：DailyworkoftheCashOffice现金办日常工作Pick/Set/Spotcheck/Deposit提取/设袋/盘点/存款CashFundTransfer基金转移Shortage/

22、Overage/handlingoffakemoney超短帐/伪钞的处理CashOfficereport现金办报告UPC/Report:UPCofficeinstoreistheimportantdepartmenttoinchargeoftheoperationsystemmaintain.Agreatdealofdatadeposalcouldonlyaccomplishundertheperfectandadvancedhardwareandsoftware.Anditalsoensurestohelpandsupervisethestoreoperation.UPC/報告:商品UPC办

23、公室是负责系统维护的重要部门。大量的数据处理只有在完善、先进的硬件设备和复杂精确的软件支持下才能对楼面运作起帮Training培训RegionalTrainer区域培训员助和监督作用。Thisonedaylongclassisabout:这门为期一天的课程主要讲授：ThebriefoftheHOST/SMART/POS/GDSsystemHOSTO/SMART/POS/GDS系统简介Theprocessingofallkindofchangingpriceinthesystem各类价格变化在系统内的实现方式Therecordofmerchandisefloatingstatus商品流动状态的记

24、录Thehandlingofsystemexception系统例外情况处理Themannersofhowtousealloperationreports各项营运报告的使用方法MTP:ManagementTraineeProgram.即管理人员计划TheMTPin2000focusesontheDMandabove,allthefreshgraduateduniversitystudentsandallthenewhiredsupervisorandabove.Itisa12weekstrainingprogram.Onweeklybasis,thetraineewillhavetraining

25、inalldepartmentsoftheSupercentertolearntheworkingprocedureandtherelevantknowledge.Alltraineeswillhavetofinishtheassignmentbesidescompletingthestipulatedtraining.2000年的MTP课程是针对所有DM级以上、应界毕业生及所有新招的主管级以上员工所实施的12周的培训。学员都将按周在沃尔玛商场所有的部门进行培训，学习该部门的工作流程和相关的知识。除了完成课程中规定的培Training培训RegionalTrainer区域培训员训内容外，还要完

26、成每课作业。Itisnotuntilthemanagementhasworkedincurrentpositionforatleast6monthsthathe/shehadthechancetoattendtherequiredprograms.Furthermore,theprogramsarenotcompulsoryforallthemanagement.Someprograms,whichareveryspecial,forexample,theWFI/PTS,arefocusonlyontheDMoftheFreshDepartment.Ontheotherhand,somepro

27、gramsisrequiredforallmanagement(CGradeandabove),LF,etc.所有的管理层都应在其岗位上工作满6个月内，会受到相应的培训，另外，以上课程并不是对于所有的管理层都是必修的，一些十分专业的课程，如WFI/PTS只是针对鲜食部门的經理，旦如LF等一些课程，则是所有主管以上管理层都要上的课程。1.2MonthlyReport月报ThestoreTrainingCoordinatorshouldhandinthemonthlytrainingreporttotheRegionaltrainerofHomeOffice.Thedeadlineis25th,t

28、hemonthlyreportincludes:每月店里的培训协调员都会将各店本月的培训情况汇总给总部的区域培训员，月报的内容截止到每月的25号，其内容包括：Thecompletedtrainingandtheplannedtraining本月所上的课程及完成比例Thecompletedtrainingandtheplannedtraining已完成的培训、计划将进行的培训MTMR(MonthlyTrainingManagementReport)各店的MTMR(每月管理层培训报告)Training培训RegionalTrainer区域培训员CollectionandanalysisoftheM

29、TPprogramofDGM副总的MTP营运课程作业的汇报和分析（附MTMR图例和解释）1.3Managementtrainingofnewstore新店的管理层培训Asaleaderinretailindustry,Wal-MartalsocannotstopitsexpansionspeedinChina.Everyyear,companyistoestablishnewstoresindifferentplaces.Tohelpthemanagementofthenewstorestounderstandtheculture、policyandtheirnewjobinWal-Martq

30、uickly,theywillbetraininShenzhenHomeOffice.AndtheRegionalTrainerwillfollowuptheirtraining.沃尔玛作为零售业的巨子，它在中国前进的步伐也是势不可挡的，每年公司都将在不同地方筹备新店。为了使新店的管理层更快地理解沃尔玛的文化、政策，更快地熟悉新的工作，新店管理层将到深圳总部培训，区域培训员将跟进他们的培训。Furthermore,RegionalTraineralsodedicatestotrainthetrainer.Becauseofthefastdevelopmentofthenewstores,cha

31、ncesoftransferorpromotionaregettingmoreandmoretothenewstoresassociate.Itisobviousthatfosterthemanagementtrainerstorestobethesuccessfultrainerisverynecessary.Itcannotonlyassuretheintimetrainingofthenewmanagement,alsosavethecostforthecompany.除此以外，区域培训员也致力于培训培训员，因为新店的发展越来越快，店中的人员转职和升职机会也越来越多，发展各新店的管理层培

32、训员，使新店的高级管理层成为优秀的培训员，既能保证新店管理层的培训到位，也为公司节省了一些人力和物力。TraintheTraineristheteachingmaterialtotrainthemanagementtrainer,itaimstohelpthemtobeanexcellenttrainer;tomaketheirtrainingmoreefficient;toteachthemhowtounderstandtheirstudentsandensurethattheirstudentknowwhattheyaretaught.培训培训员是培训培训员的教材，它的目的是帮助被培训的人

33、员成为一个出色的培训员；使他们的培训更有效；教会他们如何读懂学员，并确保学员们能领会所教的Training培训RegionalTrainer区域培训员内容。FollowuptheMT见习理人員培调的跟进Wal-MartinChinahasconductedtheManagementTrainee(MT)Planfrom1998.ItisRegionalTrainersworktofollowupthetrainingofalltheMT,andtofeedbackthetraininginformationintime.AsthememberoftheMTincreases,itisimpos

34、siblefortheRegionalTraineroneselftodothiswork.SothefollowingupofMTtraininghasbeentransferredtotheTrainingCoordinatorineachstore.Andthebriefdutiesinclude:中国沃尔玛从1998年开始实行见习管理人员(MT)计划，由区域培训员跟进MT的培训，并及时做信息的反馈。由于现在MT人数越来越多，只由区域培训员来跟进是不可能的因此区域培训员已将MT跟进工作逐渐转给各个店里的培训协调员，其主要任务包括：WeeklyReview每周回顾ToalltheMTinO

35、perations,thestoresGMandDGMwillhaveaWeeklyReviewwiththem.Thepurposeistolistentotheirrequestsandsuggestionsfromoperations.AllthesewillbecollectedbytheTrainingCoordinatorandfeedbacktoRegionalTrainer.Theywillbehandledproperly.对于所有营运的MT，每个星期店里的经理及副总都将与他们做一个每周回顾，目的是了解他们在营运中的需求，对店中营运的意见和建议。所有的意见和建议都将由店中的培

36、训协调员反馈给区域培训员做妥善的处理。MonthlyReview每月回顾Training培训RegionalTrainer区域培训员ThisreviewfocusesontheFMT.TheRegionalTrainerconductsthereviewandaimtoknowthequestionsthathavehappenedtotheFMTduringthepastone-monthtraining.AndRegionalTraineralsolistenstotheirsuggestionsandopinionstothejob.针对所有的FMT所做的一月一次的回顾，由区域培训员主持

37、，目的是了解FMT在过去一个月中的培训所遇到的问题，以及他们对工作的建议和意见。OperationGuide營运指南Weintroduce5operationalguidefromUSAforthesakeofthestandardoperationofChinaWal-Mart.ItincludesFront-EndGuide,Receiving&InvoiceGuide,MerchandiseSystemGuide,ClaimGuideandAccountingGuide.Everyguidescoverthedetailexplanationofalltheworkingprocedur

38、e,dutyandcontent.为了使各间中国沃尔玛商店的营运更符合标准备，我們从美国引进了各种营运指南，分別是前台指南、收貨票据指南、商品系统指南、索赔指南和現金房指南。每个指南都对该部分所有的工作程序、职责和內容作了非常详细的解释。AccordingtotherequestsandtheactuallysituationofChinaWal-Mart,wemodifyproperlytothesefiveguides.TheguideshavebeenusedinmanyWal-Martstoresandgotagoodresult.Butsomearenot.Thetrainingte

39、amistopromotetheseguides.Furthermore,wefollowuptheoperationresultanddosomemodificationaccordingtotheseinformationfedbackfromstores.根据中国沃尔玛的需求和实际情况，我們对个五个指南进行了适当的修改。現在这些指南已在各个店中运行，应该说有些店已经很好地实施这些指南，并取得了一定的效果，但也有一些店仍沿用旧的营运指南。培训组現在正着手推广这些指南的使用，同時，我們还将跟进指南使用結果的信息反馈，并及時根据结果对指南进行修改。ThemodificationofMTPTra

40、ining培训RegionalTrainer区域培训员MTP课程修改MTP,thatisManagementTraineeProgram,isthetrainingmaterialfortheMTplanconductedin1998.Afterseveralyearsofpractices,collectingnotionsandadvicefromallpartandcooperatewiththeoperations,wehaverevisedtheMTPinseveralplaces.TheMTPin2000focusesontheDMandabove,allthefreshgradu

41、ateduniversitystudentsandallthenewhiredsupervisorandabove.Itisa12weekstrainingprogram.Ofcourse,therearestillmanyshortagesintheMTP,andwewillkeephardworktomakeitabettertrainingprogram.MTP，即见习管理人员课程，是1998年开始实施的MT计划的培训教材，通过几年的实践，收集了多方的意见和建议，以及配合营运的需要，我们對MTP课程做了不少的修改，2000年的MTP课程是针对所有經理级以上、应界毕业生及所有新招的主管级以

42、上员工所实施的12周的培训，当然，我们的MTP课程还有许多不足之处，我们将不断努力，使之成为更优秀的培训课程。Training培训RegionalTrainer区域培训员Sams-山姆会员店ThebeliefdutyfortheSamsRegionalTrainerissametotheSupercenters.ItistotrainthemanagementinSams、tofollowupthenewstoremanagementtrainingplanandMTtrainingandthedesignandmodificationoftheMITprogram.与购物广场的区域培训员一样

43、，山姆的区域培训员的主要职责也是各个山姆会员店的管理层培训，除此以外，还包括新店的培训计划、MT培训的跟进和MIT课程的设计。TrainingofManagementCourses课程TheRegionalTrainerinSamsdirectsthe7managementcourses.Itincludes:区域培训员负责6项管理层培训课程。分别是：ShrinkLeadershipSup.MerchandisingFresh/PTSSalesClassClassDMDMDMReceivingClassOperationsClassClassDMLeadershipSup.Merchandis

44、ingFresh/PTSSalesClassClassDMDMDMReceivingClassOperationsClassClassDMDMLFissametotheSupercenters,andhereskipit.ThemanagementaboveDMshouldattendalltherestmanagementcoursesstepbystep.Training培训RegionalTrainer区域培训员管理课程LF是与购物广场的一样，在这里就不再介绍了。山姆其余的管理课程是所有经理级以上管理层都必须逐步参与所有的课程。ReceivingClass:Itisaboutthedut

45、yandtheprocedureofreceiving,itcoversthefourfunctionsofreceivingdepartment.收货管理课程：这是关于收货职责、收货流程和程序的课程，它的内容含盖收货部的四个部门。OperationsClass:ItisbrieflyfocusontheoperationsandtheprocedureofFront-End,itincludestheaspectofthestandardofoperationsandthecustomerservice.营运管理课程：主要是针对前台运作和程序的营运课程，内容包括运作标准、会员服务等方面。Sa

46、lesClass:Thebriefcontentisaboutthedepartmethnetproscedduutrye,ofworkaswellashowtodeveloptheclubmember,toincreasetheincomefrommembersandtheshareofmarket.市场管理课程：主要内容包括各部门职责、工作程序以及讨论如何发展会员、提高会员收入以及提高市场份额等。MerchandisingClass:Itisaboutthebasicmanagementtheoryofmerchandise.商品管理课程：这是关于阐述商品基本管理理论的课程。Fresh/P

47、TS:ItissametotheWFI/PTSofSupercenter.Fresh/PTS:与购物广场的WFI/PTS课程一样。Shrink:Itistheprogramonhowtopreventtheshrinkage.防损:讨论如何防止损耗的课程。1.2MonthlyReportTraining培训RegionalTrainer区域培训员月报TheTrainingCoordinatorinSamsClubistoreportthetrainingoutlineofthismonthtotheRegionalTrainer.Thecontentofthereportissamewitht

48、heSupercentersreport.与购物广场的情况相同，山姆会员店的培训协调员每月也要将本店的培训概况汇报给山姆区域培训员。月报内容一样。ManagementTrainingofthenewstore新店的管理层培训Asthehighdevelopmentspeedofthecompany,SamsClubisnotlimitedinShenzhen.Forthesakeofthefavoringdevelopmentofthenewstores,theprevioustrainingisofvitalimportance.SothechiefdutyoftheRegionalTrai

49、neris:随着公司的高速发展，山姆会员店也不再局限在深圳了，新店的顺利运作，之前的培训是至关重要的，因此区域培训员的主要任务包括：AllthemanagementaboveDMaretoattendtheMITprogramandtheRegionalTrainerwillfollowuptheirtraining.所有的经理级别以上的管理层都要走MIT课程，区域培训员将跟进他们的培训情况；ArrangetheOnJobTraining(OJT)ofthestoresmanagement.安排新店管理层的在职培训；ManagementTrainingtothenewSams给新店管理层上山姆

50、的管理课程。FollowupMT见习理人員培调的跟进见习理人員培调的跟进Training培训RegionalTrainer区域培训员ThefollowingupofMTisalsooneoftheRegionalTraineinrclusdews:ork.It与购物广场相同，MT的跟进也是区域培训员的工作之一其主要工作包括：WeeklyReview:AlltheMTwillattendtheoperationstrainingonebyoneaccordingtocertainprocedure.TheirCoachwillconductaweeklyreviewandlistentothei

51、rproblemsandsuggestionshappenedintheirarea.Allthesewillbehandledandrepliedproperly.每周回顾：所有的MT将按照一定的顺序在各个区域培训，每一周的教练都会与他们做一个回顾，听取他们对所在区域内工作的问题、意见及建议，并给予相应的处理和回答。Evaluation:TheSponsorofeachareawillgivetheevaluationtotheMTandfeedbacktheresultstotheTrainingCoordinatorandtheirCoaches.Andallthesewillbecol

52、lectedandreporttotheRegionalTrainer.评估：由各个区域的员工指导给MT作评估，并把其结果反馈给培训协调员和他们的教练，汇总给区域培训员。MonthlyReview:RegionalTrainerwillconductamonthlyreviewtoalltheFMT.TheaimistofindouttheproblemsthathavehappenedtotheFMTduringthepast-month.Ofcourse,RegionalTrainerwilllistentotheiropinionsandadvicetothejob.每月回顾：与购物广场

53、相同，山姆针对所有的FMT也做一月一次的回顾，由区域培训员主持，目的是为了了解FMT在过去一个月中的培训所遇到的问题，以及他们对工作的建议和意见。Test:AlltheMTwillhaveatestafteraareatrainingtoexaminethetrainingresults.测试：MT在走完一个区域的培训后将接受一次考核，检验MT在这个区域内培训所掌握的情况。MITprogramTraining培训RegionalTrainerTraining培训培训员TheSamsMTwillattendthe12weekstrainprogram,andthatisthe12weeksMIT

54、program.MIT,ManagementinTraining,isthetrainingmaterialfortheMTplanconductedin1998.MITisalsoamanagementtrainingprogram,followingisthechiefintroductionofthisprograminChina.山姆的MT所走的培训相对应的是12周的MIT课程，斤走的培训课程则是12周的MIT课程,MIT,即见习管理人员课程，是1998年开始实施的MT计划的培训教材。MIT课程也同时是山姆的管理层培训课程，以下是对这个课程的简单介绍：Toafresh,developinganunderstandingoftheclubiscriticaltorunaneffectivebusiness.Itisimportantthatyougainacomprehensionofgeneralmerchandising,safetyandprocedureswithineachareaoftheclub.Thisknowledgewillenableyoutodriveincreasedsalesandprofits.TheMTwillfollowaplannedtrainingschedulein