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  本文關鍵詞： 4S店 薪酬體系 銷售人員 優(yōu)化　出處：《吉林大學》2014年碩士論文　論文類型：學位論文

【摘要】：中國目前主要的汽車銷售模式是“4S店”模式，即汽車生產(chǎn)者委托特定的汽車銷售者銷售車輛、供應汽車零部件、對售出的汽車提供售后服務、為汽車生產(chǎn)者反饋信息。4S店主要的營利環(huán)節(jié)就是對售出的汽車提供售后服務。因而，汽車銷售的數(shù)量決定了4S店的營利狀況。但是，為了提高市場占有率，汽車生產(chǎn)者不斷增加委托銷售者的數(shù)量，這使得4S店之間的競爭日趨熾烈。可以毫不夸張的說，優(yōu)秀的汽車銷售人員是使4S店生存發(fā)展的源泉，如何吸引和留住優(yōu)秀的汽車銷售人員是4S店要直面的重要課題。 華星行公司成立于2013年7月，是一家梅賽德斯-奔馳4S店。由于缺乏完善的汽車銷售人員薪酬體系，其汽車銷售人員的流動性大，穩(wěn)定性較差。本文結(jié)合需求層次理論、人性假設的Y理論、公平理論等與薪酬激勵相關的理論，運用訪談法和問卷調(diào)查法對華星行公司現(xiàn)行的汽車銷售人員薪酬體系進行了分析。筆者發(fā)現(xiàn)，，華星行公司現(xiàn)行的汽車銷售人員薪酬體系存在的主要問題有：基本工資與可變薪酬比例設置失當、銷售目標設定不合理、薪酬考核方式單一、忽視非經(jīng)濟性報酬。 為解決前述問題、完善華星行公司汽車銷售人員的薪酬體系，筆者在明確薪酬戰(zhàn)略、充分調(diào)研同行業(yè)薪酬水平、設定合理的崗位等級標準的基礎上，不但設計了具有足夠激勵性的直接薪酬優(yōu)化方案，還補充了靈活多樣的間接薪酬優(yōu)化方案。其中，直接薪酬優(yōu)化方案主要包括：從基礎工資及整車銷售提成比例優(yōu)化設計、增值業(yè)務績效考核優(yōu)化設計和客戶滿意度考核；間接薪酬優(yōu)化方案主要包括：帶薪年假、員工購車補助等措施。 同時，為保障筆者重置的汽車銷售人員薪酬體系優(yōu)化方案能夠得到切實有效的運行，本文還提出了四項保障措施：以公司領導充分重視為前提，以良好的企業(yè)文化為支撐，以科學、規(guī)范的人力資源管理制度為保障，并結(jié)合企業(yè)實際經(jīng)營業(yè)績進行合理的調(diào)整。
[Abstract]:At present, the main mode of automobile sales in China is the "4S shop" model, in which car producers entrust specific car sellers to sell vehicles, supply auto parts and provide after-sales service to the cars sold. The main profit link of 4S stores is to provide after-sales service to the cars sold. As a result, the number of cars sold determines the profitability of 4S stores. However, in order to increase the market share, Auto producers are increasing the number of entrusted sellers, which makes the competition between 4S stores increasingly fierce. It is no exaggeration to say that good car salespeople are the source of 4S stores' survival and development. How to attract and retain excellent car salespeople is an important issue for 4 S store to face. Huaxing Company, founded in July 2013, is a Mercedes-Benz 4S store. Due to the lack of a complete compensation system for automobile salespeople, its automobile sales personnel are highly mobile and less stable. The Y theory of human nature hypothesis and the theory of fairness related to compensation incentive are used to analyze the current compensation system of automobile sales personnel in Huaxing Company. The main problems in Huaxing Company's current compensation system of automobile salesmen are: the missetting of basic salary and variable salary ratio, the unreasonable setting of sales target, the single way of salary assessment, and the neglect of non-economic compensation. In order to solve the above problems and perfect the compensation system of the automobile sales personnel of Huaxing Company, the author, on the basis of defining the compensation strategy, fully investigating the compensation level of the same industry, setting a reasonable post grade standard, Not only the direct compensation optimization scheme with sufficient incentive is designed, but also the flexible and diversified indirect compensation optimization scheme is added. The direct compensation optimization scheme mainly includes: the optimization design of the basic salary and the proportion of the whole car sales commission, The optimal design of value-added business performance evaluation and customer satisfaction evaluation, indirect compensation optimization scheme mainly includes: paid annual leave, employee car purchase subsidy and other measures. At the same time, in order to ensure that the optimized scheme of compensation system of auto salespeople reset by the author can be run effectively, this paper also puts forward four safeguard measures: based on the premise of full attention of company leaders, supported by good corporate culture. Scientific and standardized human resource management system is taken as the guarantee, and reasonable adjustment is made in combination with the actual business performance of the enterprise.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F416.471

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