摩托罗拉大学

1995年，我的一家公司在运作新加坡的摩托罗拉大学。

In 1995 , one of my companies was literally running Motorola University ( MU ) in Singapore .

对摩托罗拉大学而言，没有风险或现金费用

For MU , there were no upfront risks or cash outlays .

培训公司发掘有培训需求的人，由摩托罗拉大学培训、认证和指导他们。

The training company talent-scouted the trainers ; MU trained , certified and monitored them .

摩托罗拉大学通过培训和增加师资不断提高他们的竞争优势。

MU continued to enhance their competitive advantage by training and improving their faculty members .

简而言之，您怎样让销摩托罗拉大学成为一个利润中心，又能达成企业的目标？

In short , how do you make MU a profit center while achieving its corporate objectives ?

我建议摩托罗拉大学把培训外包出去，其他工作让别人来做，摩托罗拉大学集中精力控制培训师的资质和课程质量。

I advised MU to outsource this operation to a third party and get them to do all the other work while MU focused on the certification and quality control of the trainers .

摩托罗拉在亚洲各国都有工厂和经营网点，摩托罗拉大学的任务是培训他们的目标客户。

They had factories and operations all over Asia and MU 's role was to educate their target audience .