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MBA论文_艾默生网络能源兰州分公司销售人员绩效管理优化研究DOC

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文本描述
摘要
随着我国信息产业技术突飞猛进的发展,艾默生公司作为提供 IT 设备动力
解决方案的制造企业,在 2007 年之前经历了飞速的业绩增长。但 IT、通信行
业的产业链中附加值更多体现在两端,处于中间环节的硬件制造附加值最低,
艾默生公司要提高产业附加值,不得不在营销中多下功夫。艾默生网络能源兰
州分公司(以下简称:艾默生兰分公司)作为一线销售分支机构,在总公司调
整了针对分公司的绩效考核方式之后,直接照搬指标对销售人员进行考核,使
销售人员在熟悉了这种简单粗暴的考核方式之后,形成了只为追求自身绩效奖
金最大化的投机取巧的工作方式,损害了分公司总体利益的发展

从市场竞争态势和未来发展趋势来看,企业有必要根据销售人员的素质特
性与实际情况构建适合于自身运营的绩效管理体系。但近几年的研究和现有的
企业案例文献中都缺少实质性的计划制定流程和绩效奖金分配方法研究,常见
的保险、房产、汽车销售企业采用的任务平均法、销售比例提成等,科学性和
公平性均不够高。对于艾默生兰分公司而言,需要管理一群具备专业知识、高
度敬业、具有拼搏和创新能力、争强好胜的销售人员,针对性的研究适用于自
身的绩效管理体系优化方案具有重要的实践意义

基于以上研究背景,论文首先针对艾默生兰分公司的销售人员进行绩效管
理体系综合意见调查,分析得出造成现阶段管理困境的原因;其次,通过员工
工作内容-绩效相关性评分调查并借助 SPSS 的分析,为绩效考核指标优化设定
提供参考依据。在问题原因及解决思路明确的前提下,论文以构建完整的绩效
管理循环为目标,具体从绩效计划、绩效辅导、绩效考核和绩效反馈四个方面
提出了完整的绩效管理体系优化方案。同时,论文结合艾默生兰分公司的实际
情况,在绩效任务下达和绩效奖金分配这两把销售人员管理“利剑”上,提出
了切实可行的绩效计划制定流程和绩效奖金二次分配方案。再次,论文分析了
艾默生兰分公司实施新绩效管理体系可能碰到的阻力和障碍,并从有效宣贯、
制度过渡、员工参与和持续优化四个方面提出了切实可行的实施保障措施。最
后,论文的总结和展望,提出了新绩效管理体系需要根据不确定的市场竞争环
境和与时俱进的总公司整体考核策略不断改革创新,并梳理了新绩效管理体系
现阶段仍要关注应用情况并考虑完善优化的 4 个方面。论文研究结论可以为其
他分公司及其他工业设备制造企业的销售人员绩效管理提供参考

关键词:销售人员;绩效管理;奖金分配;团队管理MBA 学位论文 作者:杨雄剑 艾默生网络能源兰州分公司销售人员绩效管理优化研究
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Abstract
With the rapid development of information technology industry in China,
Emerson-Network-Power Co Ltd, as a manufacturing enterprise of the power solutions for IT
devices, has experienced rapid growth before 2007.But, the chain value added is more reflected
in both ends in IT industry and communications industry. The hardware manufacturing industry
has the lowest added value because it in the middle link. Emerson Network Power had to work
harder in marketing to increase the added value of the industry. Emerson Network Power
Lanzhou branch (hereinafter referred to as: Emerson Lanzhou branch) is a front-line sales
organization. As the front-line sales organization, Emerson Lanzhou branch copied the index to
evaluate the sales staff directly. Gradually, the sales staff formed a kind of opportunistic way of
working in pursuit of maximizing the performance bonus of their own, when they are familiar
with the simple and brutal assessment methods. And this egoistic operate mode has harmed the
overall interest development of the branch.
From the market competition situation and the future development trend, companies need to
build suitable for its operational performance management system according to the actual
situation of the quality and the characteristics of enterprise sales staff. However, in recent years,
the research and the existing enterprise case literature are both lack of specific methods on the
sales task planning process and performance bonus allocation. Insurance, real estate and car sales
companies usually use the method of managing sales are not high enough in scientificalness and
fairness, just like the task average method or according to the percentage of sales method and so
on. It is of great practical significance for Emerson Lanzhou branch to optimize the applicable
performance management system.
Based on the above research background, this paper firstly makes a comprehensive survey
on the performance management system of the sales staff of Emerson Lanzhou branch. And
further analyzes the reasons for the current management difficulties. Secondly, with the help of
SPSS software, this paper analyzes the results of the survey which is about correlation between
employee&39;s work content and performance. The analysis results will provide reference for the
optimization of performance evaluation indicators. Under the premise of the cause and solution
of the problem, the author puts forward a complete performance management system
optimization scheme from four aspects with the goal of building a complete performance
management cycle. These four aspects are performance planning, performance coaching,MBA 学位论文 作者:杨雄剑 艾默生网络能源兰州分公司销售人员绩效管理优化研究
III
performance examine and performance feedback. According to the actual situation of the
Emerson Lanzhou branch, we know the Performance Task Assignment and Performance Bonus
Allocation are two swords of management for sales. Therefore, we need to put forward the
feasible scheme for performance planning process and two steps performance bonus allocation.
Thirdly, the paper analyzes the resistance and obstacles that may be encountered in the
implementation of the new performance management system of Emerson Lanzhou branch. For
the foreseeable obstacles, the fifth chapter puts forward implement safeguard measures in four
aspects, including the effective implementation, system transition, employee participation and
continuous optimization. Finally is the paper summarizes and prospects. The new performance
management system needs continuous reform and innovation, because of the uncertainty of the
market competition environment and the company&39;s overall assessment strategy. The summary
part also combs the 4 aspects which need to be consummated in application of the new
performance management system. The conclusions of this paper can provide the reference of the
sales performance management for other Emerson branch or other industrial equipment
manufacturing enterprise.
Key Words: Sales Staff; Performance Management; Bonus Distribution; Team
Management;MBA 学位论文 作者:杨雄剑 艾默生网络能源兰州分公司销售人员绩效管理优化研究
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目录
一、绪论.1
(一)研究背景和意义 ....... 1
(二)研究的主要内容与方法 . 4
(三)研究思路与框架 ....... 5
二、相关理论综述 .....7
(一)绩效管理概述 ......... 7
(二)绩效考核的工具 ....... 9
(三)企业销售人员绩效管理相关研究 .... 11
三、艾默生兰分公司销售人员绩效管理现状及分析 14
(一)艾默生公司绩效管理简介 .......... 14
(二)艾默生兰分公司绩效管理现状 ...... 16
(三)销售人员绩效管理体系综合意见调查及分析 ...... 21
(四)员工工作内容-绩效相关性评分调查及分析 ....... 26
(五)现行绩效管理体系存在的问题及原因31
四、艾默生兰分公司销售人员绩效管理优化方案 ..35
(一)绩效管理体系优化的总体思路 ...... 35
(二)绩效计划优化方案 .... 37
(三)绩效辅导优化方案 .... 40
(四)绩效考核优化方案 .... 41
(五)绩效反馈优化方案 .... 49
五、艾默生兰分公司绩效管理体系优化方案实施保障 ..........53
(一)新绩效管理体系的有效宣贯 ........ 54
(二)新绩效管理体系实施的制度保障 ......
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