本文選題：銷售人員 + 績效管理　； 參考：《蘭州大學》2017年碩士論文

【摘要】：隨著我國信息產(chǎn)業(yè)技術(shù)突飛猛進的發(fā)展,艾默生公司作為提供IT設備動力解決方案的制造企業(yè),在2007年之前經(jīng)歷了飛速的業(yè)績增長。但IT、通信行業(yè)的產(chǎn)業(yè)鏈中附加值更多體現(xiàn)在兩端,處于中間環(huán)節(jié)的硬件制造附加值最低,艾默生公司要提高產(chǎn)業(yè)附加值,不得不在營銷中多下功夫。艾默生網(wǎng)絡能源蘭州分公司(以下簡稱:艾默生蘭分公司)作為一線銷售分支機構(gòu),在總公司調(diào)整了針對分公司的績效考核方式之后,直接照搬指標對銷售人員進行考核,使銷售人員在熟悉了這種簡單粗暴的考核方式之后,形成了只為追求自身績效獎金最大化的投機取巧的工作方式,損害了分公司總體利益的發(fā)展。從市場競爭態(tài)勢和未來發(fā)展趨勢來看,企業(yè)有必要根據(jù)銷售人員的素質(zhì)特性與實際情況構(gòu)建適合于自身運營的績效管理體系。但近幾年的研究和現(xiàn)有的企業(yè)案例文獻中都缺少實質(zhì)性的計劃制定流程和績效獎金分配方法研究,常見的保險、房產(chǎn)、汽車銷售企業(yè)采用的任務平均法、銷售比例提成等,科學性和公平性均不夠高。對于艾默生蘭分公司而言,需要管理一群具備專業(yè)知識、高度敬業(yè)、具有拼搏和創(chuàng)新能力、爭強好勝的銷售人員,針對性的研究適用于自身的績效管理體系優(yōu)化方案具有重要的實踐意義。基于以上研究背景,論文首先針對艾默生蘭分公司的銷售人員進行績效管理體系綜合意見調(diào)查,分析得出造成現(xiàn)階段管理困境的原因;其次,通過員工工作內(nèi)容-績效相關(guān)性評分調(diào)查并借助SPSS的分析,為績效考核指標優(yōu)化設定提供參考依據(jù)。在問題原因及解決思路明確的前提下,論文以構(gòu)建完整的績效管理循環(huán)為目標,具體從績效計劃、績效輔導、績效考核和績效反饋四個方面提出了完整的績效管理體系優(yōu)化方案。同時,論文結(jié)合艾默生蘭分公司的實際情況,在績效任務下達和績效獎金分配這兩把銷售人員管理“利劍”上,提出了切實可行的績效計劃制定流程和績效獎金二次分配方案。再次,論文分析了艾默生蘭分公司實施新績效管理體系可能碰到的阻力和障礙,并從有效宣貫、制度過渡、員工參與和持續(xù)優(yōu)化四個方面提出了切實可行的實施保障措施。最后,論文的總結(jié)和展望,提出了新績效管理體系需要根據(jù)不確定的市場競爭環(huán)境和與時俱進的總公司整體考核策略不斷改革創(chuàng)新,并梳理了新績效管理體系現(xiàn)階段仍要關(guān)注應用情況并考慮完善優(yōu)化的4個方面。論文研究結(jié)論可以為其他分公司及其他工業(yè)設備制造企業(yè)的銷售人員績效管理提供參考。
[Abstract]:With the rapid development of information technology in China, Emerson, as a manufacturing enterprise that provides power solutions for IT equipment, experienced rapid growth before 2007. However, the added value of IT-communication industry chain is more embodied in both ends, and the added value of hardware manufacturing in intermediate link is the lowest. Emerson Company has to work hard in marketing to improve the industry added value. Emerson Network Energy Lanzhou Branch (hereinafter referred to as Emerson Blue Branch), as a first-line sales branch, after the head office adjusted the performance appraisal method for the branch company, it directly copied the index to assess the sales personnel. After familiarizing with this simple and rude appraisal method, the salesperson has formed a opportunistic way of working only to pursue the maximization of his performance bonus, which has harmed the development of the branch company's overall interests. From the market competition situation and the future development trend, it is necessary for enterprises to build a performance management system suitable for their own operation according to the quality characteristics and actual conditions of sales personnel. However, in recent years and in the existing corporate case literature, there is a lack of substantial research on the planning process and performance bonus allocation methods, common insurance, real estate, automobile sales enterprises using the task average method, sales proportion commission, etc. Science and fairness are not high enough. For Emerson Blue Branch, we need to manage a group of sales personnel with professional knowledge, highly dedicated, hard-working and innovative ability, competitive and competitive. It is of great practical significance to study the optimization scheme of performance management system. Based on the above research background, the thesis firstly makes a comprehensive survey of the performance management system for the sales personnel of Emerson Blue Branch, and analyzes the causes of the current management difficulties; secondly, Through the investigation of employee's work content-performance correlation score and the analysis of SPSS, this paper provides a reference for the optimization of performance appraisal index. On the premise of clear problem cause and solution, the paper aims to build a complete performance management cycle, specifically from the performance planning, performance guidance, Four aspects of performance appraisal and performance feedback are proposed to optimize the performance management system. At the same time, combining with the actual situation of Emerson Blue Branch, the paper puts forward the feasible performance plan formulation process and the second allocation scheme of performance bonus in the performance assignment and the performance bonus distribution, which are the two management "sharp swords" of the sales personnel. Thirdly, the paper analyzes the obstacles and obstacles that Emerson Blue Branch may encounter in the implementation of the new performance management system, and puts forward practical measures from four aspects: effective publicity, system transition, employee participation and continuous optimization. Finally, the conclusion and prospect of the paper put forward that the new performance management system should be continuously reformed and innovated according to the uncertain market competition environment and the overall appraisal strategy of the head office that keeps pace with the times. And combed the new performance management system at present still should pay attention to the application situation and consider the four aspects of perfect optimization. The conclusion of this paper can provide reference for the performance management of sales personnel in other branches and other industrial equipment manufacturing enterprises.
【學位授予單位】：蘭州大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F416.67

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