本文選題：集裝箱貨運(yùn)公司 + 銷售員　； 參考：《大連海事大學(xué)》2013年碩士論文

【摘要】：集裝箱貨運(yùn)公司隨著近幾年集裝箱物流業(yè)務(wù)的蓬勃發(fā)展,業(yè)務(wù)也逐漸擴(kuò)大,從之前簡(jiǎn)單的海運(yùn)段服務(wù)逐漸向全程物流供應(yīng)商轉(zhuǎn)型。銷售作為貨運(yùn)行業(yè)的核心群體,其如何考核評(píng)價(jià)也逐漸被各家公司擺上了議事日程。 A集裝箱貨運(yùn)公司成立于1996年8月,目前已成為上海口岸較大的國(guó)際貨運(yùn)公司之一。在上海及江蘇、浙江、安徽三省一市設(shè)立的地區(qū)公司、分公司、貨運(yùn)部及其遍布三省城鄉(xiāng)的分支機(jī)構(gòu)多達(dá)64家,進(jìn)而構(gòu)成以上海口岸為龍頭,以華東三省和長(zhǎng)江沿線等內(nèi)陸城市為業(yè)務(wù)覆蓋面的集海運(yùn)、陸運(yùn)、空運(yùn)和多式聯(lián)運(yùn)為一體的、全方位、多功能的國(guó)際貨運(yùn)網(wǎng)絡(luò)體系。 本文通過(guò)A公司銷售部銷售員為研究對(duì)象,通過(guò)分析A公司的組織架構(gòu),和銷售員的績(jī)效現(xiàn)狀,從中找到A公司績(jī)效評(píng)價(jià)存在的問(wèn)題。分析問(wèn)題,并且重新設(shè)計(jì)了A公司績(jī)效評(píng)價(jià)機(jī)制和績(jī)效實(shí)施的流程。對(duì)A公司績(jī)效重新設(shè)計(jì)的本意是對(duì)A公司銷售績(jī)效管理的統(tǒng)一化,最大程度地確保A公司銷售工作的公平性、積極性,使得銷售員能夠清晰地認(rèn)識(shí)到自身的優(yōu)缺點(diǎn),在后續(xù)工作中不斷完善改進(jìn)工作方法,提升銷售員在A公司的業(yè)務(wù)能力,從而帶動(dòng)整個(gè)銷售團(tuán)隊(duì)業(yè)績(jī)的提升。
[Abstract]:With the rapid development of container logistics business in recent years, container freight companies have gradually expanded their business, and gradually transformed from simple seaborne service to full logistics suppliers. Sales as the core of the freight industry, how to assess the evaluation has been gradually put on the agenda of companies. A Container Freight Company was established in August 1996 and has become one of the larger international freight companies at Shanghai Port. In Shanghai and Jiangsu, Zhejiang and Anhui provinces and cities, there are as many as 64 regional companies, branch offices, freight departments and their branches in urban and rural areas of the three provinces, thus constituting a leading port in Shanghai. With the inland cities such as the three provinces of China and the Yangtze River as the business coverage, it integrates shipping, land transportation, air transportation and multimodal transport as one, all-directional, multi-function international freight network system. By analyzing the organizational structure of company A and the present situation of sales staff, this paper finds out the problems existing in the performance evaluation of company A through the analysis of the sales staff of company A as the research object. Analyze the problem, and redesign the performance evaluation mechanism and performance implementation process. The original intention of the performance redesign of company A is to unify the sales performance management of company A, to ensure the fairness and enthusiasm of the sales work of company A to the greatest extent, so that the salesmen can clearly recognize their own advantages and disadvantages. In the follow-up work to continuously improve the working methods, enhance the sales staff in company A business ability, thus driving the entire sales team performance improvement.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F512.6

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