【摘要】：啤酒行業(yè)是中國(guó)市場(chǎng)化最早，程度最高的行業(yè)。面對(duì)殘酷的市場(chǎng)競(jìng)爭(zhēng)，資本運(yùn)作短時(shí)期內(nèi)可以取代局部市場(chǎng)、售點(diǎn)的廝殺。但面對(duì)各種復(fù)雜的競(jìng)爭(zhēng)形勢(shì)，沒(méi)有強(qiáng)有力的當(dāng)?shù)劁N(xiāo)售機(jī)構(gòu)，是無(wú)法將企業(yè)戰(zhàn)略落實(shí)，穩(wěn)守勝利果實(shí)的。如何建立強(qiáng)大的銷(xiāo)售機(jī)構(gòu)，如何利用完善的管理機(jī)制和用人機(jī)制吸引更多優(yōu)秀人才，如何為優(yōu)秀人才提供充分發(fā)揮才能的空間和舞臺(tái)，如何激勵(lì)優(yōu)秀的人才不斷進(jìn)取、不斷完善，爭(zhēng)取最大個(gè)人及團(tuán)隊(duì)業(yè)績(jī)，這些問(wèn)題的解決，關(guān)鍵在于一個(gè)有效的績(jī)效管理體系，，特別是績(jī)效評(píng)價(jià)和改進(jìn)體系的建立和實(shí)施。 任何企業(yè)的運(yùn)行與發(fā)展是以達(dá)成企業(yè)的績(jī)效目標(biāo)為根本目的，而企業(yè)績(jī)效目標(biāo)的實(shí)現(xiàn)則依賴(lài)于每個(gè)銷(xiāo)售單元的績(jī)效提高。但是，企業(yè)只有對(duì)銷(xiāo)售機(jī)構(gòu)績(jī)效做出公正的鑒定與考評(píng)后，才能充分調(diào)動(dòng)團(tuán)隊(duì)的積極性，指導(dǎo)銷(xiāo)售機(jī)構(gòu)有計(jì)劃的改進(jìn)工作，才能達(dá)到人力資源的有效開(kāi)發(fā)和管理，實(shí)現(xiàn)企業(yè)的最終目標(biāo)�？茖W(xué)合理的績(jī)效評(píng)價(jià)，對(duì)企業(yè)的發(fā)展具有重要的戰(zhàn)略意義。 本文在主要介紹中國(guó)啤酒行業(yè)特點(diǎn)及啤酒企業(yè)銷(xiāo)售機(jī)構(gòu)績(jī)效評(píng)價(jià)體系的現(xiàn)狀及問(wèn)題；并從幾個(gè)方面介紹了績(jī)效管理的一些理論和基本概況。對(duì)績(jī)效管理研究理論的發(fā)展趨勢(shì)進(jìn)行了展望；結(jié)合A公司的基本概況，介紹了其原有的銷(xiāo)售機(jī)構(gòu)績(jī)效評(píng)價(jià)體系，以及存在的問(wèn)題及產(chǎn)生原因分析，并簡(jiǎn)單介紹新的績(jī)效評(píng)價(jià)體系-SEP；確立SEP評(píng)價(jià)目標(biāo)，并將SEP八個(gè)模塊的指標(biāo)體系作以說(shuō)明和分析，將持續(xù)改進(jìn)加入績(jī)效管理循環(huán)中，構(gòu)建一套完整的銷(xiāo)售機(jī)構(gòu)卓越績(jī)效管理體系。根據(jù)A公司績(jī)效評(píng)價(jià)體系的運(yùn)行效果進(jìn)行分析，并提出改善建議并給出了具體的應(yīng)對(duì)措施和實(shí)例。最后給出目標(biāo)企業(yè)銷(xiāo)售卓越績(jī)效管理實(shí)施的初步結(jié)果分析，得出初步的結(jié)論，并對(duì)類(lèi)似企業(yè)給出參考性的建議，指出未來(lái)績(jī)效研究和實(shí)踐的趨勢(shì)。
[Abstract]:Beer industry is the earliest market-oriented industry in China, the highest degree of industry. In the face of cruel market competition, capital operation can replace the local market in a short period of time. But in the face of all kinds of complicated competition situation, without strong local sales organization, it is impossible to carry out the enterprise strategy and keep the victorious fruit. How to establish a strong sales organization, how to make use of the perfect management mechanism and employment mechanism to attract more outstanding talents, how to provide the space and stage for the outstanding talents to give full play to their talents, how to encourage the outstanding talents to keep forging ahead, To solve these problems, the key lies in an effective performance management system, especially the establishment and implementation of performance evaluation and improvement system. The operation and development of any enterprise is aimed at achieving the performance goal of the enterprise, and the realization of the enterprise performance goal depends on the improvement of the performance of each sales unit. However, only after a fair appraisal and evaluation of the performance of the sales organization can the enterprise fully mobilize the enthusiasm of the team, guide the planned improvement of the sales organization, and achieve the effective development and management of human resources. Achieve the ultimate goal of the enterprise. Scientific and reasonable performance evaluation is of great strategic significance to the development of enterprises. This paper mainly introduces the characteristics of beer industry in China and the present situation and problems of the performance evaluation system of beer enterprises, and introduces some theories and basic situation of performance management from several aspects. The development trend of the theory of performance management is prospected. Combined with the general situation of company A, this paper introduces the original performance evaluation system of sales organization, analyzes the existing problems and causes, and simply introduces a new performance evaluation system-SEP;. The goal of SEP evaluation is established, and the index system of eight modules of SEP is explained and analyzed, which will continuously improve and join the cycle of performance management, and construct a set of complete excellent performance management system of sales organization. Based on the analysis of the effect of the performance evaluation system of company A, the paper puts forward some suggestions for improvement and gives some concrete countermeasures and examples. Finally, the preliminary results of the implementation of sales excellence performance management in target enterprises are analyzed, the preliminary conclusions are drawn, and the reference suggestions for similar enterprises are given, and the trend of future performance research and practice is pointed out.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F426.82;F272.92

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