本文選題：銷售人員 + 薪酬��； 參考：《天津商業(yè)大學(xué)》2017年碩士論文

【摘要】：銷售是企業(yè)經(jīng)營(yíng)中的關(guān)鍵環(huán)節(jié),銷售人員的工作成果直接實(shí)現(xiàn)公司產(chǎn)品在市場(chǎng)上的價(jià)值、對(duì)企業(yè)占領(lǐng)市場(chǎng)的比例起到直接影響。其實(shí),企業(yè)之間的競(jìng)爭(zhēng)從本質(zhì)上來說就是對(duì)市場(chǎng)中人才的爭(zhēng)奪,然而目前中小企業(yè)大多存在著銷售人員流動(dòng)性高和效率低等問題。因此如何有效的激勵(lì)銷售人員,充分調(diào)動(dòng)其積極性與主觀能動(dòng)性是眾多企業(yè)必須面對(duì)的問題。在眾多激勵(lì)方式中,薪酬激勵(lì)是最為直接有效的手段�？茖W(xué)合理的薪酬激勵(lì)策略,可以有效解決銷售人員的留用問題,提升其工作積極性,從而擴(kuò)大企業(yè)銷售業(yè)績(jī),提升企業(yè)競(jìng)爭(zhēng)力。本文主要研究的KFYB公司是開封儀表有限公司(原開封儀表廠)創(chuàng)建于1958年,是原機(jī)械工業(yè)部直屬重點(diǎn)企業(yè),隨著時(shí)代的發(fā)展,企業(yè)經(jīng)過多次改制,以轉(zhuǎn)化為私有制企業(yè),而公司由于現(xiàn)有管理人員觀念相對(duì)陳舊,對(duì)于企業(yè)管理體制的建設(shè)十分疏忽,體制的不健全,直接影響了部分銷售人員的工作積極性,現(xiàn)代社會(huì)隨著經(jīng)濟(jì)的發(fā)展,外資企業(yè)對(duì)于本行業(yè)的沖擊嚴(yán)重,大量銷售人員流失,或者消極怠工對(duì)于企業(yè)的打擊不容小覷,這直接影響到了中小型民營(yíng)企業(yè)的的市場(chǎng)競(jìng)爭(zhēng),根據(jù)銷售人員的特點(diǎn),制定出相對(duì)科學(xué)的銷售人員激勵(lì)策略,用來激發(fā)銷售人員的工作創(chuàng)造力、工作激情以及工作忠誠(chéng)度,是關(guān)系到企業(yè)良性發(fā)展的重要問題,本文主要針對(duì)本公司銷售人員薪酬激勵(lì)策略問題,通過文獻(xiàn)資料法、問卷調(diào)查法,訪談法和案例分析法對(duì)KFYB公司銷售人員薪酬激勵(lì)體系現(xiàn)狀進(jìn)行診斷。研究得出:目前KFYB公司銷售人員數(shù)量約占公司員工總數(shù)的30%,由于公司在長(zhǎng)期發(fā)展中重視技術(shù)生產(chǎn)忽視了銷售人員培養(yǎng)激勵(lì),銷售人員薪酬構(gòu)成簡(jiǎn)單,效績(jī)薪酬設(shè)計(jì)缺少公平性、激勵(lì)性,導(dǎo)致銷售人員流失嚴(yán)重,對(duì)薪酬較為不滿。結(jié)合薪酬激勵(lì)相關(guān)理論,根據(jù)公平性、激勵(lì)性、競(jìng)爭(zhēng)性等原則以及該公司的具體情況,提出了相對(duì)應(yīng)的改進(jìn)方案,制定出更具科學(xué)性、針對(duì)性和有效性的薪酬激勵(lì)體系。本文屬于特定案例的實(shí)證研究,研究成果不具備廣泛代表性,但能為其他同行業(yè)企業(yè)提供一定的參考。
[Abstract]:Sales is the key link in enterprise management. The work achievement of sales personnel directly realizes the value of the company's products in the market and has a direct impact on the proportion of enterprises occupying the market. In fact, the competition among enterprises is essentially the competition for talents in the market. However, at present, most of the small and medium-sized enterprises have problems such as high mobility and low efficiency of sales personnel. Therefore, how to motivate salespeople effectively and fully arouse their enthusiasm and initiative is a problem that many enterprises must face. In many incentive ways, salary incentive is the most direct and effective means. Scientific and reasonable salary incentive strategy can effectively solve the problem of retention of sales personnel, enhance their enthusiasm for work, so as to expand the sales performance of enterprises and enhance the competitiveness of enterprises. The KFYB Company, which is mainly studied in this paper, was founded in 1958 by Kaifeng Instrumentation Co., Ltd. (formerly Kaifeng instrument Factory). It is a key enterprise directly under the Ministry of Mechanical Industry. With the development of the times, the enterprise has been reformed many times in order to transform it into a private ownership enterprise. However, due to the relatively old concept of the existing management personnel, the company is very negligent about the construction of the enterprise management system, and the system is not perfect, which directly affects the enthusiasm of some sales personnel. With the development of the economy, the modern society is developing with the development of the economy. The impact of foreign-funded enterprises on the industry is serious, and a large number of sales personnel are lost, or the blow to enterprises cannot be underestimated. This has directly affected the market competition of small and medium-sized private enterprises, according to the characteristics of sales personnel. To develop a relatively scientific incentive strategy for salespeople to stimulate their work creativity, work passion and work loyalty is an important issue related to the healthy development of enterprises. This article mainly aims at the question of the salary incentive strategy of the salesperson of our company, through the literature method, the questionnaire method, the interview method and the case analysis method, carries on the diagnosis to the KFYB company salesperson salary incentive system present situation. The results show that: at present, the number of sales personnel in KFYB company accounts for about 30% of the total number of employees in the company. Because the company attaches importance to technology production in the long-term development and neglects the training incentive of sales personnel, the salary structure of sales personnel is simple, and the design of performance compensation is lack of fairness. Incentive, resulting in a serious loss of sales personnel, more dissatisfaction with the pay. Based on the theory of compensation incentive, according to the principles of fairness, incentive, competition and the specific situation of the company, the corresponding improvement scheme is put forward, and a more scientific, targeted and effective salary incentive system is developed. This paper is an empirical study of specific cases, the research results are not widely representative, but can provide some reference for other enterprises in the same industry.
【學(xué)位授予單位】：天津商業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F426.46;F272.92

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