近年來，職能模型的發展已逐漸受到重視。有鑑於企業實務上對於有效發展員工工作能力的需求，本研究試圖根據職能冰山模型，以發展出銷售人員之關鍵職能模式。「冰山模型」基本上可分為冰山上部，屬於較容易觀察與辨識的外顯特質（例如：知識與技術）；至於冰山下部屬於較難以觀察，卻可用來區別員工表現優劣的內隱特質（例如：動機、價值體系、以及人格特質）。一個有效的職能模型應同時包含冰山上外顯特質與冰山下內隱特質兩部分；然而直至今日，並未有太多研究特別強調此概念。準此，本研究首要目的在於根據職能冰山模型概念提出有效的職能模型；另一個目的則在於以臺灣某產業中經營績效優良的企業銷售人員為研究對象，試圖提出一個較嚴謹的建構職能模型程序供後續使用參考。為了辨識出對於銷售人員工作成功與否具有重要影響力的關鍵職能，本研究藉由文獻回顧、廣泛的工作分析與深度訪談，以蒐集工作相關行為面資訊。本研究針對該個案公司分布於臺灣之14個子公司進行大規模資料蒐集，以驗證本研究提出的職能模型。經探索性因素分析與驗證性因素分析進行本研究模型之信、效度確認，分析結果證實，銷售人員職能可分為五大職能群組，包括17項職能項目，並可進一步透過79個職能行為要素子項目來衡量。未來希冀能有更多研究者能運用此職能發展模式來蒐集更多證據，以求得此職能模型之通用性。

In recent years, more and more attention has been paid to the development of competency model. Due to the great need for effective business practice model from corporations and enterprises in Taiwan, this paper attempts to point out the importance of developing competency based on the competency iceberg model. Accordingly, competencies belonging to the above surface (i.e., knowledge and skills) are easy to be observed while competencies of the below surface (i.e., motives, value systems, and personal traits) are obscure but are possible to distinguish superior performers from average ones. It is suggested that a valid competency model should include both of the upper and lower parts of the competency iceberg; nonetheless, there have been few studies emphasizing this notion. Therefore, this paper aims to (1) present an efficient competency model with the notion of the competency iceberg model and (2) provide Taiwan corporations and enterprises with a rigorous model-building process through utilizing data from the best practice business in this region. In order to identify key competencies that are vital to the success of sales force, thorough literature review, extensive job analysis, and in-depth personal interviews were conducted to collect job-related behavior information. A large-scale validation survey was carried out to finalize the competency model through the distribution to the 14 subsidiaries of the F-group in Taiwan. Data were tested for reliability and validity using reliability test and factor analysis approaches. The achieved results effectively provide clear evidence for the practical utility of five competency groups with 17 essential competencies and 79 sub-competency items for sales force in Taiwan. More researches using this measure in Asian countries are called for better finding generalization.