文本描述
Ⅰ 摘要 消费者对医药行业需求的不断增长,加剧了国内医药企业之间的竞争性。提 升企业的快速扩张能力,实现企业的经营战略目标,既依赖于企业形象与品牌代 言人的医药销售人员,更依赖于科学高效的企业战略执行管理机制。YL医药企业 作为一家在国内临床药品市场占有极高份额的大输液企业,稳定高效的销售队伍 是企业获得快速发展的重要原因,但在企业发展过程中,其销售部门出现了销售 人员工作态度散漫、工作热情下降、人员流失严重,尤其是近年来客户对销售人 员投诉率持续上升等现象,阻碍了企业销售业绩的持续性提升。探索建立一套科 学规范的销售人员绩效考核管理办法,构建销售人才发展战略,既能激发销售人 员的工作热情,提升销售部门的团队战斗力和凝聚力,又能吸收和留住优秀的销 售人员,实现企业的战略执行管理机制和企业的高速发展。 本文以YL医药企业销售人员为研究对象,采用问卷调查的方式,深入分析 YL医药企业现行销售人员绩效管理办法存在的问题和成因,发现YL医药企业现 行销售人员绩效管理办法存在绩效考核体系不健全、绩效考核指标单一、考核过 程缺乏有效的沟通、绩效结果缺乏反馈和在实际工作中的运用等问题。经深入探 讨发现造成这一问题的原因在于:销售人员绩效管理实施不合理、绩效管理的指 标和考评不科学、绩效管理机制不完善、绩效管理培训和配套因素的缺乏。针对 上述问题,本文以绩效管理相关理论提出改进意见和措施:科学规划绩效计划环 节、科学设定绩效指标环节、优化绩效考核环节、合理的绩效反馈和应用环节。 最后,为确保新的绩效管理的顺利实施,又提出相应的意见:完善绩效管理制度、 加强企业领导的高度认识和支持、明确绩效考核机构职责、完善销售人员岗位职 责分析、加强销售人员绩效管理培训、加强绩效管理与企业文化的融合、为绩效 管理实施提供技术和资金支持。 关键词:医药企业;销售人员;绩效考核;绩效管理 论文类型:应用研究 选题来源:自选 ABSTRACT Ⅱ ABSTRACT The increasing demand of consumers for the pharmaceutical industry not only brings a good momentum of development for the domestic pharmaceutical industry, but also causes a significant expansion of the scale of the domestic pharmaceutical industry and intensifies the competitiveness of domestic pharmaceutical enterprises. Promoting the rapid expansion ability of enterprises and realizing their business strategic objectives depend not only on the medical salesmen of corporate image and brand spokesperson, but also on the scientific and efficient strategyimplementation management mechanism of enterprises.Effective performance management of enterprise salesmen not only integrates the personal work goal of enterprise salesmen with the strategic goal of enterprise, further exerts their own advantages, enhances their sense of belonging and identity to the enterprise, and promotes them to create greater value, but also builds a platform for communication between managers and salesmen to maximize the profits of the enterprise. And provide support and guarantee for the realization of business strategy. YL Pharmaceutical Enterprise is a large infusion enterprise with a very high share in the domestic clinical drug market. The stable and efficient sales force is an important reason for the rapid development of the enterprise. However, in the process of enterprise development, the Sales Department of YL Pharmaceutical Enterprise has appeared the following problems: the working attitude of the salesmen is lax, the enthusiasm of the salesmen is declining, and the staff turnover is serious. Especially in recent years, the complaint rate of Increase and other phenomena not only affect the implementation of enterprise sales strategy, but also affect the good reputation established over the years, hindering the sustained improvement of enterprise sales performance. Exploring and establishing a set of scientific and standardized management methods of salesman's performance appraisal and building sales talent development strategy can not only stimulate the enthusiasm of salesmen, enhance the team fighting power and cohesion of sales department, but also absorb and retain excellent salesmen, so as to realize the strategic execution management mechanism of enterprises and the rapid development of enterprises. In this paper, YL pharmaceutical enterprise sales staff as the research object, using questionnaire survey method, in-depth analysis of YL pharmaceutical enterprise sales staff performance management methods existing problems and causes, found ABSTRACT Ⅲ that YL pharmaceutical enterprise sales staff performance management methods exist in the performance appraisal system is not perfect, performance appraisal indicators are single, lack of effective communication in the appraisal process, lack of counter-performance results. Feedback and its application in practical work. After in-depth discussion, we find that the reasons for this problem are: unreasonable implementation of performance management, unscientific performance management indicators and evaluation, imperfect performance management mechanism, lack of performance management training and supporting factors. In view of the above problems, this paper puts forward some suggestions and measures based on performance management theory: scientific planning of performance planning links, scientific setting of performance indicators links, optimizing performance appraisal links, reasonable performance feedback and application links. Finally, in order to ensure the smooth implementation of the new performance management, the corresponding suggestions are put forward: improving the performance management system, strengthening the high awareness and support of enterprise leaders, clarifying the responsibilities of performance appraisal institutions, improving the job responsibility analysis of salesmen, strengthening the training of salesmen's performance management, strengthening the integration of performance management and corporate culture, and providing technology and capitalsupport for the implementation of performance management. KEY WORDS: pharmaceutical enterprises; sales personnel; performance appraisal; performancemanagement 目录 Ⅳ 目 录 第一章导论...............................................1 第一节 研究背景、目的和意义........................................1 一、研究背景 .......................................................................................................... 1 二、研究目的 .......................................................................................................... 1 三、研究意义 .......................................................................................................... 2 第二节 国内外研究综述 ............................................................................................ 2 一、绩效 .................................................................................................................. 2 二、绩效管理 .......................................................................................................... 2 第三节 研究方法和内容 ............................................................................................ 4 一、研究方法 .......................................................................................................... 4 二、研究内容 .......................................................................................................... 4 第四节 研究思路及框架 ............................................................................................ 5 第五节 创新之处 ........................................................................................................ 5 第二章YL医药企业销售人员绩效管理现状及问题分析 .......... 7 第一节YL医药企业情况概述 ................................................................................... 7 一、YL医药企业简介 ............................................................................................ 7 二、YL医药企业销售人员现状 ............................................................................ 7 第二节YL医药企业销售人员绩效管理的现状分析 ............................................. 10 第三节YL医药企业销售人员绩效管理存在的问题 ............................................. 15 一、绩效考核达不到考核目标 ................................................................