摘要
在 2015 年上半年，汽车产销出现了 7 个百分点的下滑，这说明目前国内汽
车销售行业的过剩问题较为严重。目前该公司对销售顾问采用的绩效考核体系存
在较大的问题，首先考核受主观因素影响较大，其次是考核内容片面且指标设置
不合理，再有青岛众利德公司绩效考核方法实施效果不明显，缺乏沟通和反馈机
制，以及考核结果运用范围狭窄等问题

本文使用的方法包括实地研究、对比分析法以及倍数环比法。对青岛众利德
汽车销售服务有限公司（下文简称青岛众利德公司）销售顾问绩效考核体系进行
优化设计，为公司进行绩效管理提供依据，在一定程度上能够激发销售顾问的工
作热情，营造公司团队工作的积极氛围，不断丰富和发展公司的经营理念，形成
公司特有的企业文化

本文在对青岛众利德公司现行的考核体系基础上，综合运用平衡计分卡、关
键绩效指标和 360 度绩效考核对青岛众利德公司销售顾问的绩效进行考核，同时
采用倍数环比法对相应对的指标权重进行确定。并在考核周期上将原有的季度考
核改成半年度考核和每日工作汇报。由公司上级、同事以及客户对指标进行打分，
并设计出绩效考核综合表。为更好的推进优化后的绩效考核体系的实施，本文提
出了相应的保障措施，并提出专家面谈制度，同销售顾问就考核结果进行面谈，
并提出改进措施，这样既能提升销售顾问的工作积极性，又能够进一步完善绩效
考核体系

本文提出的绩效考核的相关理论知识，对青岛众利德公司的绩效现状及优化
后的考核体系提供了参考方法及价值。运用了平衡计分卡、360 度绩效考核以及
岗位述职来提升绩效考核体系，对考核指标进行细化，将业绩指标更加具体化，
并综合考量工作态度和工作能力的指标，有利于提高公司的竞争力

关键词：销售顾问 绩效考核 优化设计 倍数环比法RESEARCH ON OPTIMIZING PERFORMANCE
EVALUATION OF SALES CONSULTANT IN QINGDAO
ZhongLideAUTOMOBILE SALES & SERVICE CO., LTD
ABSTRACT
In the first half of 2015, car production and sales appeared a decline of 7
percentage points, indicating that the current domestic auto sales industry surplus
problem is more serious. At present, the company&39;s sales appraisal system used in the
performance appraisal system there is a big problem, the first assessment by the
subjective factors greater impact, followed by the assessment of one-sided and
unreasonable indicators, and then the results of the implementation of the results of
the implementation of the results Obviously, lack of communication and feedback
mechanism, as well as the narrow range of test results and other issues.
The methods used in this paper include field studies, comparative analysis, and
multiples. Qingdao Public Lide Automobile Sales & Service Co., Ltd. (hereinafter
referred to as Qingdao Public Lide Company)sales consultant performance appraisal
system to optimize the design for the company to provide the basis for performance
management, to a certain extent, to stimulate the enthusiasm of the sales consultant, to
create a company Team work positive atmosphere, and constantly enrich and develop
the company&39;s business philosophy, the formation of the company&39;s unique corporate
culture.
Based on the current assessment system of Qingdao Public Lide Company, this
paper uses the Balanced Scorecard, Key Performance Indicators and 360-degree
Performance Check to evaluate the performance of Qingdao Pride&39;s sales consultants.
The weight of the indicators to determine. And in the assessment cycle will be the
original quarterly assessment into a semi-annual assessment and daily work report. By
the company superiors, colleagues and customers to score indicators, and design a
comprehensive performance appraisal table. In order to improve the implementation
of the optimized performance appraisal system, this paper puts forward the
corresponding safeguard measures, and puts forward the expert interview system,interviews with the sales consultant on the examination results and puts forward the
improvement measures, which can improve the sales consultant&39;s work Enthusiasm,
but also to further improve the performance appraisal system.
The relevant theoretical knowledge of the performance appraisal proposed in this
paper provides a reference method and value for the performance status of Qingdao
Lide Company and its evaluation system. The use of the Balanced Scorecard,
360-degree performance appraisal and job post to improve the performance appraisal
system, the assessment indicators to refine the performance indicators will be more
specific, and comprehensive consideration of the work attitude and ability to work
indicators, is conducive to improving the company&39;s Competitiveness.
KEYWORDS：sales consultant performance appraisal optimization design
multiple ring method目 录
1 绪论..........1
1.1 研究背景和意义....1
1.1.1 研究背景1
1.1.2 研究目的2
1.1.3 研究意义2
1.2 国内外研究现状....2
1.2.1 国外研究现状....2
1.2.2 国内研究现状....3
1.2.3 国内外研究综述5
1.3 研究方法和技术路线........7
1.3.1 研究方法7
1.3.2 研究技术路线....8
1.4 论文基本框架........8
1.5 创新点........9
2 相关理论........... 10
2.1 销售顾问相关概述..........10
2.1.1 销售顾问的概念..........10
2.1.2 销售顾问的特点..........10
2.2 绩效考核概述......11
2.2.1 绩效考核的内涵..........11
2.2.2 绩效考核的原则..........12
2.3 绩效考核工具......13
2.3.1 KPI 绩效考核...13
2.3.2 360 度绩效考核...........14
2.3.3 平衡计分卡（BSC）....14
2.3.4 目标管理法（MBO）....15
3 青岛众利德公司绩效考核现状分析...16
3.1 青岛众利德公司销售顾问情况介绍......16
3.1.1 公司简介..........16
3.1.2 销售顾问情况..16
3.2 青岛众利德公司销售顾问绩效考核现状..........173.2.1 青岛众利德公司销售顾问绩效考核内容......18
3.2.2 青岛众利德公司销售顾问绩效考核方法......19
3.2.3 青岛众利德公司销售顾问绩效考核周期......20
3.2.4 青岛众利德公司销售顾问绩效考核结果应用..........20
3.3 青岛众利德公司销售顾问绩效考核存在的问题分析...23
3.3.1 绩效考核受主观因素影响大.
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