I 摘要 国内医药行业经历了多年的高速增长，无论是跨国企业还是国内企业，均 面临越来越激烈的竞争。在高度竞争的环境下，对销售人员高增长高奖金的激 励模式，一方面促进了企业业务的快速增长，但同时也产生了许多不可控的风 险。国家相关部门为此也制定了医药销售人员的相关行为规范，防止不合规行 为的发生。G 制药公司作为国内首个取消对销售人员个人指标考核的医药企 业，多年来一直对新商业模式下激励体系进行摸索。本文选取 G 制药公司作为 研究对象，对其销售人员激励体系的现状与问题进行了详细分析，以解决无指 标情况下的激励困境为着眼点，全面论述对其激励体系的优化策略及实施方 案。 文章以激励的相关理论为基础，结合对 G 公司现状进行分析，发现取消指 标后对激励最大的影响在于绩效管理体系和薪酬体系。绩效管理体系主要存在 目标不聚焦、执行不到位、评估数据不准确、缺乏公开透明等问题，绩效管理 体系存在的这些问题大大降低了销售员工的内在驱动力。薪酬体系中也存在激 励作用不明显、公平性不足的问题。薪酬激励体系中激励性最强的销售奖金与 绩效考核体系不挂钩的问题也影响了总体激励效果的实现。同时，在职业生涯 管理和组织文化也存在一定问题。 根据 G 公司激励体系存在的问题，结合激励相关理论对 G 公司激励体系进 行优化。对绩效管理体系的优化侧重在确保目标设定的合理性、建立绩效快照等。 对薪酬体系优化的重点在业务达成奖金与绩效考核相关联、调整奖金基数设定 方式、调整个人绩效奖金评估方式、增加认可表彰计划。同时，对职业生涯管理 和组织文化也提出了相应优化措施。最后，对 G 公司激励体系优化策略的实施 提出实施前期、中期、后期的各个实施步骤的注意事项，并从组织、制度、技术、 培训四个维度提供实施保障。 文章通过对 G 制药公司销售人员激励体系的个案研究提出相应优化方案与 实施保障，供业界参考借鉴。 关键词：制药公司；激励体系；绩效管理；薪酬管理Abstract II Abstract The domestic pharmaceutical industry has experienced rapid growth for many years, both multinational and domestic enterprises are facing increasingly fierce competition. In a highly competitive environment, the incentive model for high growth and high bonus for sales staff has promoted the company business has grown rapidly on the one hand, but at the same time, many uncontrollable risks have also arisen. To this end, relevant national departments have also formulated relevant behavioral rules for pharmaceutical sales staff to prevent non-compliance. G Pharmaceutical Company is the first domestic company to cancel sales Pharmaceutical companies that have evaluated their personal indicators have been exploring the incentive system under the new business model for many years. In this paper, the status and problems of its sales staff incentive system are analyzed in detail to solve the situation without indicators. Under the incentive dilemma is the focus, comprehensively discuss the optimization strategy and implementation plan of its incentive system. Based on the related theories of incentives and the analysis of the current situation of company G, the article finds that the biggest impact of incentives after the cancellation of indicators is on the performance management system and the compensation system. The performance management system mainly has goals that are not focused, not implemented properly, and the evaluation data, problems such as accuracy, lack of openness and transparency. These problems in the performance management system have greatly reduced the internal driving force of sales employees, and there are also problems with the lack of obvious incentives and insufficient fairness in the compensation system of external incentives. Incentives in the compensation incentive system the problem that the strongest sales bonus is not linked to the performance evaluation system also affects the realization of the overall incentive effect. At the same time, there are certain problems in career management and organizational culture.Abstract III According to the existing problems of the company's incentive system the company's incentive system is optimized in combination with related incentive theories. The optimization of the performance management system focuses on ensuring the rationality of goal setting and the establishment of performance snapshots. The optimization of the compensation system focuses on the business reach the correlation between bonus and performance evaluation, adjust the bonus base setting method, adjust the personal performance bonus evaluation method, increase the recognition and recognition plan. At the same time, propose corresponding optimization measures for career management and organizational culture. Finally, the company's incentive system the implementation of the optimization strategy puts forward the precautions of the implementation steps in the early, middle and late stages, and provides implementation guarantee from the four dimensions of organization, system, technology and training. The article puts forward the corresponding optimization plan and implementation guarantee for the case study of the sales staff incentive system of G pharmaceutical company for reference in the industry. Key Words: pharmaceutical companies；incentive system；performance management； compensation management ；目录 目录 第一章 绪论.............................................................................................1 第一节 研究背景与意义.................................................................................... 1 一、研究背景................................................................................................................ 1 二、研究意义................................................................................................................ 2 第二节 研究方法与框架.................................................................................... 2 一、问题提出................................................................................................................ 2 二、研究方法................................................................................................................ 3 三、研究框架................................................................................................................ 3 第二章 相关概念与理论基础.................................................................6 第一节 激励........................................................................................................ 6 一、激励的概念............................................................................................................ 6 二、激励的相关理论.................................................................................................... 6 三、激励体系与 AMO 模型......................................................................................... 9 第二节 绩效管理与薪酬体系...........................................................................11 一、绩效管理与员工激励...........................................................................................11 二、薪酬管理与员工激励.......................................................................................... 12 第三节 医药销售人员的激励.......................................................................... 13 一、医药销售人员的岗位职责 .................................................................................. 14 二、医药销售人员的胜任力 ...................................................................................... 14 三、医药销售人员的激励模式 .................................................................................. 16 第三章 G 公司销售人员激励体系现状与问题...................................17目录 第一节 G 公司概况 .......................................................................................... 17 一、G 公司全球概况 .................................................................................................. 17 二、G 公司在中国 ...................................................................................................... 18 第二节 G 公司组织架构及销售人员现状 ...................................................... 20 一、组织架构.............................................................................................................. 20 二、销售人员情况...................................................................................................... 21 第三节 销售人员激励体系现状与问题.......................................................... 23 一、绩效管理.............................................................................................................. 23 二、薪酬激励.............................................................................................................. 27 三、组织文化与职业生涯管理 .................................................................................. 33 第四章 G 公司销售人员激励体系优化设计.......................................34 第一节 销售人员激励体系优化原则.............................................................. 34 一、G 公司激励体系现存问题的原因分析............................................................... 34 二、优化思路.............................................................................................................. 35 三、优化原则.............................................................................................................. 36 第二节 销售人员绩效管理体系优化设计...................................................... 37 一、优化目标设定方式.............................................................................................. 37 二、建立以 VEEVA 系统为基础的绩效快照 ........................................................... 41 三、融入日常管理...................................................................................................... 42 四、多维度的季度及年度绩效评估 .......................................................................... 43 第三节 销售人员薪酬体系优化设计.............................................................. 44 一、影响销售人员薪酬设计的因素 .......................................................................... 45 二、优化设计的方案.................................................................................................. 46目录 第四节 组织文化和职业生涯管理的优化设计.............................................. 49 一、建立销售组织的高绩效文化 .............................................................................. 49 二、职业生涯管理优化设计 ...................................................................................... 51 第五章 激励体系优化方案的实施与保障...........................................54 第一节 优化方案的实施步骤.......................................................................... 54 一、实施前导入.......................................................................................................... 55 二、实施中的质量控制与跟踪 .................................................................................. 55 三、实施后评估.......................................................................................................... 56 四、预期实施效果...................................................................................................... 56 第二节 激励体系优化方案的保障措施.......................................................... 57 一、组织保障.............................................................................................................. 57 二、制度保障.............................................................................................................. 58 三、技术保障.............................................................................................................. 58 四、培训保障.............................................................................................................. 59 结论与展望.............................................................................................60 一、研究结论及创新.................................................................................................. 60 二、研究不足与展望.................................................................................................. 61