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国电南瑞科技股份有限公司营销绩效考评体系优化设计_MBA论文(58页).rar

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文本描述
中文摘要

随着我国经济的高速发展,工业及居民用电的需求增加、对环境及节能的意

识增强,国家对“特高压”建设的常态化及智能电网建设的大力投入,给我国电

网建设带来了巨大的发展机遇。然而,随之而来的国内电力设备制造企业不断的

崛起以及国外制造企业的大量涌入,电力设备制造企业的利润空间不断缩小、竞

争压力加剧。市场营销作为电力设备制造公司的核心业务,其绩效对于公司在激

烈竞争当中取胜甚为关键。绩效评价一直都是公司管理中的难题,而国电南瑞科

技股份有限公司拥有营销中心、分公司及子公司,并且分、子公司众多,这使得

营销的绩效评价问题难上加难。

本文依据绩效考核的相关理论,结合国电南瑞科技股份有限公司各分、子公

司的实际情况,对其绩效评价体系的现状进行研究。深入分析国电南瑞科技股份

有限公司各分、子公司现有评价体系存在的问题,以及进行绩效评价体系改进的

必要性。本文还借鉴国内外绩效评价体系构建的先进经验,对分、子公司绩效评

价体系提出完善和优化方案。根据国电南瑞科技股份有限公司的发展战略,结合

违规事件减分降级制度和单项奖励制度,在关键绩效指标(KPI)方法的基础上

提出了一套完整的分、子公司绩效评价体系,并就新的分、子公司评价体系提出

了具体的运行系统和实施方案。

作为国电南瑞科技股份有限公司的支柱型业务,只有能对其分、子公司做出

有效的绩效评价,才能合理在各分、子公司之间分配资源来进一步提升公司绩效。

本文试图为分、子公司分支机构绩效评价提供更为有效的工具,并对于绩效评价

体系的实施以及绩效评价结果的应用有指导作用,这对于推动国电南瑞科技股份

有限公司营销业务发展具有实际意义。此外,本文立足于国电南瑞科技股份有限

公司分、子公司众多的现实,其研究结果对国电南瑞科技股份有限公司营销业务

中的绩效评估理论提供了一定的补充。我国电力设备制造企业中广泛采用“总部

一营销中心”或者“总部-分、子公司营销部”的机构设置和管理模式,本文研

究成果具有一定的普适性,可为我国其他设备制造企业分、子公司的绩效评价提

供一定的借鉴。

关键词:电力设备,营销,绩效评价,关键绩效指标

ABSTRACT

With the rapid development of Chinese economy, the growing demand for electricity from

both the industries and households as well as the increased awareness for environmental protection

and energy saving, our country has made heavy investment in the construction of Ultra High

Voltage (UHV) normalization and Smart Grid, which has brought huge opportunities for the

national smart grid development. However, subsequently, there is a rising in the domestic power

equipment manufacturing enterprises and the flood of foreign manufacturers. This has reduced the

profit space of those power equipment manufacturers and intensified the competitions. Marketing,

as the core business of power equipment manufacturing companies, has played a particularly

crucial role in the companies' successful performance in this fierce competition. Performance

evaluation remains to be the tough issue in the management of companies. NARI Technology

Development Co., Ltd. (hereafter as NARI) operates with a great number of marketing centers,

branches and subsidiaries, which makes the performance evaluation of marketing an even more

difficult issue.

Given the actual situation of its branches and subsidiaries, this article studies the NARI's

existing performance evaluation system based on the relevant theories. It further analyzes not only

problems in the current evaluation systems in NARI branches and subsidiaries, but also the need

for the reform in performance evaluation system. Also,the article introduces the advanced

experiences of the performance evaluation system construction from both home and abroad,

proposes a scheme to perfect and optimize the present performance evaluation system in branches

and subsidiaries. According to the development strategy of NARI, this article proposes a complete

set of performance evaluation system on branches and subsidiaries, and concrete operation

systems as well as implementation schemes. This new system is based on key performance

indicators (KPI) method, combining the violations minus points demotion system and the

individual rewarding system.

As one of the pillar business of NARI, Marketing Department has to make effective

performance evaluations on branches and subsidiaries in order to properly allocate the resources

among them, and to further enhance the company's performance in general. This article aims to

provide a more effective tool for the performance evaluation systems in subsidiaries and branches,

and to guide the implementation in performance evaluation systems and the application of relevant

results, which will exert a significant influence on the promotion of NARI's marketing business.

Meanwhile, based on the actual situations of many branches and subsidiaries of NARI,the

research findings of this article will be a certain addition to the performance evaluation theories in

NARI marketing business. Since the patterns of Headquarter - Marketing Centers or

“Headquarter-Marketing Departments of Branches and subsidiaries in the organization settings

II