本文以LH烟草公司为例,通过对LH烟草公司营销员绩效考核现状进行调查
发现,现有的考核体系中存在有绩效管理意识欠缺、对绩效考核认识存有偏差、
考核指标设置有缺陷、督查考评员相关知识有待完善、考核结果未能有效应用、
反馈机制的缺失等问题,已经严重影响到营销员工作的积极性和绩效考核管理的
效果。

根据对LH烟草公司营销员绩效考核进行分析,基于LH烟草公司的发展战略,
本文对LH烟草公司营销员绩效考核方案进行了改进设计,设计的思路是运用平
衡计分卡的原理,从财务、客户、流程、学习与成长四个方面对LH烟草公司的
营销战略进行分解,并运用关键指标法、层次分析法等工具,设计绩效考核指标
和权重,完成了对原绩效考核方案的改进。同时,为营销员绩效考核方案的改进
设计了实施保障,以找出烟草营销的绩效管理存在的问题和应用规律,提高烟草
公司营销员的业务水平和工作积极性,创造积极向上的企业文化,从而更加有效
的实现LH烟草公司的营销战略。

关键词:绩效考核;营销员;平衡计分卡
Abstract
Sales and marking people is core to improve the sales and marking network construction with
the whole, and shouldering five functions of marketing, service, management, analysis and contact.
But, with the day after day repeated mechanical work, the sales and marketing people is prone to
be wearied and even loss the enthusiasm of the work.
Take the example of LH Tobacco Company in this Paper, Through analysis by investigation
of LH Tobacco company sales and marketing staff performance appraisal status quo, we find out
that the existing evaluation system had many problems, such as, lack of awareness of performance
management, and deviation to the understanding of the performance appraisal, and existing default
of assessment indicators set, and the knowledge of supervision and evaluation staff needs to be
improved, and the results of the exam has not been effectively applied, and the absence of a
feedback mechanism. All of these has been seriously affected the work of sales and marking
people and the effect of the performance appraisal management.
According to the analysis of LH Tobacco Company marketing performance appraisal,and
based on the LH Tobacco Company&39;s development strategy, there have some improvements of
sales and marketing staff performance appraisal program of LH Tobacco Company in this Paper.
The idea is to use the principle of the Balanced Scorecard, and Analysis of LH Tobacco
Company&39;s marketing strategy from financial, customers, processes, learning and growth, and use
of tools of key performance indicator and Analytic Hierarchy Process (AHP) to design
performance appraisal indicators,so that it is can complete the improvements on the original
performance appraisal program. At the same time, it is designed to implement safeguards for the
improvement of the marketing staff performance appraisal program, and find out the problem and
application law of the marketing performance management, and improving the business level and
the working enthusiasm of the marking people, and create a positive corporate culture, which can
achieve the LH Tobacco Company&39;s marketing strategy on more effective way.
keywords: Performance appraisal; marketing staff; balanced scoreboard
一、绪论
(一)研究背景与意义
1、研究背景
管理上水平,是烟草行业立足当前,着眼未来,保持持续稳定发展的重要
基石。几年来,烟草行业积极开展贯标、对标工作和基层创优等基层管理工作,
力求在企业管理方面取得新的突破,促进烟草行业积极健康的发展。面对“卷烟
上水平”基本方针和战略任务的加快落实,管理支撑发展的基础还显得不够牢固,
管理效率、管理创新和管理队伍建设仍有待进一步提高,尤其是当前在品牌规模
迅速扩大和经济效益快速增长中,烟草企业还普遍存在重生产经营、管理相对弱
化、管理基础与现代化发展要求不相适应的情况下,员工的积极性未能得到充分
发挥。然而,虽然有社会环境、行业体制等多方面原因,但关键还是缺乏对绩效
考核体系的研究。员工对企业的经营缺乏代入感,感觉公司的发展就是领导们的
事情,与自己切身利益关系不大,工作潜力也远远得不到发挥。因此,应把创造
适合绩效改善的环境,激发员工工作的积极性、主动性和创造性,使员工能够不
断改善绩效、提升绩效,设计出符合企业特点的绩效考核体系作为烟草行业当前
的主要工作。

烟草行业有其特殊性,首先它是由《烟草专卖法》给予确立和保障的行业,
专卖专营的制度决定了其行业性质属于行政性垄断;其次,烟草行业又与国计民
生息息相关,它是国家税利大户,为国家提供大量财政收入,同时烟草制品又危
害人体健康,存在税利和危害的博弃。这种行业特殊性使得中国的烟草企业在经
营上面临双重压力,一方面在营销上需要不断战略重组、提升结构,培育重点品
牌,加快转变发展方式;另一方面需要通过积极履行企业社会责任来树立良好的
行业、企业和品牌形象,保障烟草行业的稳定和可持续发展。

由于烟草专卖制度的存在,烟草市场一直由卖方主导,企业缺乏来自外界
的竞争压力,竞争意识不强,而良好的经济效益掩盖了诸多管理问题。在整个卷
烟营销网络中,营销员一直是连接零售客户的桥梁和纽带而存在的,其承担着与
广大零售户进行服务及管理的职能,业务素质的高低和工作质量的高低直接影响
到市场经营的运行质量和效果,对于树立良好的企业形象、促进卷烟销售、规范
卷烟市场、提高经济效益和社会效益都起着非常重要的作用。笔者通过查阅资料