2017年，医药行业“两票制”在全国各省全面推行，这一政策极大地缩短了原有的药品流 转环节，促进了流通渠道的整合。与此同时，医保控费、降低药占比、招标降价等供给侧改革 的持续深化，对药品终端市场冲击巨大，医药流通行业增速骤然放缓，行业盈利空间逐步缩窄， 医药流通企业面临新一轮的洗牌，弱者出局、强者愈强。而HT医药公司（以下简称HT公司） 作为流通企业的一员，正面临着这一轮的挑战与洗礼。对HT公司而言，能否迅速地进行营销模 式改革，快速适应国家新政的需要，成为能否生存并持续发展下去的关键，而在营销模式的改 革过程中，最关键的因素在于人，尤其是销售人员。故而，能否调动、激发销售人员的积极性 与主动性，其关键就取决于企业的绩效考核。因此，如何建立一套科学合理且行之有效的销售 人员绩效考核体系，则成为HT公司必须认真研究的课题。 本文首先介绍了课题研究背景意义，分析了国内外关于绩效考核研究的发展现状，通过问 卷调查的方式，结合HT公司绩效考核现状，发现了公司存在将绩效考核视为绩效管理、绩效指 标设计仅从财务维度出发、缺乏绩效考核的闭环管理且无后续的绩效改进计划、绩效结果重点 应用于奖金发放等一系列问题，并就此进行了原因分析。其次，通过原因分析确定优化方向， 理顺绩效优化的思路、内容及步骤，一是为解决指标维度单一问题，通过平衡计分卡和战略地 图的结合，合理确定绩效指标体系，保证绩效考核指标的全面性、系统性；二是针对问卷调研 HT公司当前绩效考核权重满意度低下的现状，采用层次分析法和问卷调研两者相结合的方式， 以微软EXCEL为工具，科学地计算各指标权重，从而使各指标的权重分配更趋合理；三是为避 免HT医药公司评价人对绩效标准的认知偏差，采用以定量为主、定性为辅的方式，以客观的数 据量化指标，在此基础上建立评价标准，清晰界定绩效评价标准，以消除评价人认知的主观评 价；四是通过加权平均法计算确定绩效指标考核总得分率，以总得分率的区间，将HT公司的绩 效结果划分为五个等级；五是对绩效结果的应用进行拓展设计，在原先重点作为奖金发放依据 的基础上，一方面和调岗调薪关联，另一方面结合人才九宫格，作为人才评估的重要参考依据， 用于公司后备人才的选拔、培养及梯队建设。接着，提出通过文化建设、组织制度、实施体系 等一系列保障措施，推动优化方案的顺利实施；最后，再一次通过问卷调查，对绩效考核优化 方案进行满意度的对比分析，用以验证本次研究的成效。 关键词：医药行业，销售人员，绩效考核，优化设计 HT医药公司销售人员绩效考核优化研究 II ABSTRACT In 2017, the two-vote system for the pharmaceutical industry was fully implemented in all provinces across China, which greatly shortened the original drug circulation links and promoted the integration of circulation channels. At the same time, the continuous deepening of supply-side reforms, such as medical insurance fee control, drug ratio reduction and bidding price reduction, have a huge impact on the terminal market of pharmaceuticals. The growth rate of the pharmaceutical circulation industry has slowed down suddenly, and the profit space of the industry has gradually narrowed. Pharmaceutical circulation enterprises are facing a new round of reshuffle, with the weak out and the strong getting stronger. HT pharmaceutical company as a member of the circulation enterprises, is facing this round of challenges and baptism. For HT pharmaceutical company, whether it can carry out marketing mode reform quickly and adapt to the needs of the national New Deal has become the key to its survival and sustainable development. In the process of marketing mode reform, the most critical factor is human, especially sales personnel. Therefore, whether to mobilize and stimulate the enthusiasm and initiative of the sales staff, the key depends on the performance evaluation of the enterprise. Therefore, how to establish a scientific, reasonable and effective performance appraisal system for sales staff has become a subject that HT pharmaceutical company must study carefully. This paper first introduces the research background, analysis the development present situation at home and abroad about performance appraisal research, through the way of questionnaire, together with the present situation of HT pharmaceutical company performance appraisal, discovered the existence company performance management, performance index of performance appraisal as a design only starting from the financial dimension, lack of performance appraisal of the closed loop management and no subsequent performance improvement plan, key performance results applied to a series of problems such as bonuses, and analyzed the reasons. Secondly, the optimization direction was determined through cause analysis, and the ideas, contents and steps of performance optimization were straightened out. First, in order to solve the single dimension of indicators, the balanced scorecard and strategic map were combined to reasonably determine the performance indicator system, so as to ensure the comprehensive and systematic performance assessment indicators. Second, in view of the current situation of low satisfaction with the weight of performance assessment in HT company through questionnaire survey, AHP and questionnaire survey were combined to scientifically calculate the weight of each index with the tool of Microsoft EXCEL, so as to make the weight distribution of each index more reasonable. Third, in order to avoid the cognitive deviation of the evaluator to the 南京航空航天大学硕士学位论文 III performance standard in HT pharmaceutical company, quantitative and qualitative methods are adopted to quantify the indicators with objective data. On this basis, the evaluation standard is established and the performance evaluation standard is clearly defined to eliminate the subjective evaluation of the evaluator's cognition. Fourth, the weighted average method was used to calculate and determine the total score rate of performance indicators. The performance results of HT pharmaceutical company were divided into five grades according to the interval of the total score rate. Fifthly, the application of performance results should be expanded and designed. On the basis of the original focus on bonus payment, on the one hand, it should be related to post adjustment and salary adjustment, and on the other hand, it should be combined with the talent evaluation as an important reference basis for the selection, training and echelon construction of reserve talents of the company. Then, it proposes a series of safeguard measures, such as cultural construction, organizational system and implementation system, to promote the smooth implementation of the optimized plan. Finally, a questionnaire survey was conducted to conduct a comparative analysis of satisfaction with the performance appraisal optimization scheme, so as to verify the effectiveness of this study. Keywords: Pharmaceutical industry, sales personnel, performance management, optimal design 南京航空航天大学硕士学位论文 V 目录 第一章绪论 .......... 1 1.1 研究背景与研究意义 .................. 1 1.1.1 研究背景 .. 1 1.1.2研究意义 ... 2 1.2 国内外研究现状分析 .................. 2 1.2.1 国外研究现状 ......................... 2 1.2.2 国内研究现状 ......................... 4 1.2.3国内外研究述评 ...................... 5 1.3 研究思路与研究内容 .................. 6 1.3.1 研究思路 .. 6 1.3.2 研究内容 .. 6 1.4 研究方法与技术路线 .................. 6 1.4.1 研究方法 .. 6 1.4.2 研究技术路线 ......................... 7 第二章绩效考核理论 ......................... 8 2.1相关概念的界定 ........................... 8 2.1.1 绩效的定义 ............................. 8 2.1.2绩效考核的定义 ...................... 8 2.1.3 绩效考核与绩效管理的关系 . 8 2.2 绩效考核的基本原则 .................. 8 2.3 绩效考核的主要方法 .................. 9 2.3.1 平衡计分卡（Balanced Score Card，BSC） ....... 9 2.3.2 关键绩效指标法（Key Performance Indicator，KPI） .................... 10 2.4绩效考核方法的优缺点分析 ...... 10 第三章 HT医药公司销售人员绩效考核现状与分析 .. 12 3.1 公司基本情况 ............................ 12 3.1.1 公司简介及组织架构 ........... 12 3.1.2 公司销售队伍结构分析 ....... 12 3.1.3 公司销售队伍特点分析 ....... 15 3.2 销售人员绩效考核的现状......... 16 3.2.1 公司销售人员绩效考核的细则........................... 16 HT医药公司销售人员绩效考核优化研究 VI 3.2.2 销售人员绩效考核的计算方法........................... 18 3.2.3 销