诺基亚公司一线销售员工绩效考核体系完善对策研究

发布时间：2018-11-29 07:10

【摘要】：手机市场竞争越来越激烈的现状，主要是因为手机行业已经逐步变成了快消行业所导致的。快速占有市场份额、迅速增长销售收入，是众多手机制造商的发展方向。而这就需要扩大市场覆盖面，除了继续对一、二线城市加强覆盖外，对于三、四线城市市场的覆盖和销售团队组建也极为重要。销售覆盖地区越广泛，企业销售员工的重要性也就越大，随之而来的绩效考核就显得更为重要。单一的绩效考核已难以适用于全体销售员工，这就需要使销售员工的绩效考核与企业经营战略活动更加科学的、紧密的结合起来。本文的研究背景是诺基亚一线销售人员的绩效考核，并深入研究分析其绩效考核的现状及存在的若干问题。比如，忽视团队整体绩效考核、对销售督导考核没有体现其团队领导职能、定性指标标准不明确、绩效考核结果应用狭窄等。与此同时，还要总结分析绩效考核中存在的不足，建立完善的绩效考核制度，找到适用于一线销售人员绩效考核的新思路。对诺基亚公司的战略转型进行分析，对分管区域的重点业务进行分解，利用KPI（业绩指标法）、360度考核法、 BSC（平衡计分卡）的新思路，完善与诺基亚一线销售员工相关的销售团队、销售督导以及促销员的绩效考核KPI，，并且进一步运用0-4打分法请分区销售总经理、城市销售经理、销售督导对这些KPI考核进行权重判断，为了团队业绩取得更加优异的成绩，销售督导、促销员的绩效考核应该加入到所其团队的绩效考核中，使得个人绩效考核与团队绩效考核成为一个有机整体。完善后的绩效考核体系能够解决诺基亚公司一线销售员工绩效考核中遇到的问题，有利于提升企业业绩、提高销售员工业务能力。本文综合运用BSC、360度、KPI等三种方法，并创新一线销售人员的绩效考核思路。这也是本文创新所在。本文不足之处主要在于相关KPI及其权重的提取设计所依靠的信息、数据不完整，能调动的人力有限，相关指标还需要在实践中进一步改进完善。
[Abstract]:The competition in the mobile phone market is becoming more and more fierce, mainly because the mobile phone industry has gradually become the industry of fast elimination. Rapid market share, rapid growth in sales revenue, is the development direction of many mobile phone manufacturers. And this needs to expand the market coverage, in addition to continue to strengthen the coverage of the first and second tier cities, third and fourth tier cities market coverage and sales team formation is also extremely important. The wider the sales coverage, the more important the sales staff is, and the more important the performance appraisal is. The single performance appraisal has been difficult to apply to all sales staff, which needs to make the performance appraisal of sales staff and business strategy activities more scientific and closely combined. The research background of this paper is the performance appraisal of Nokia front-line sales personnel, and deeply studies and analyzes the present situation and the existing problems of its performance appraisal. For example, the overall performance evaluation of the team is ignored, the performance evaluation does not reflect its team leadership function, the qualitative criteria are not clear, the application of performance appraisal results is narrow, and so on. At the same time, it is necessary to summarize and analyze the shortcomings of performance appraisal, establish a perfect performance appraisal system, and find a new way of performance appraisal for front-line sales personnel. This paper analyzes the strategic transformation of Nokia Company, decomposes the key business in the region, and makes use of the new idea of KPI (performance indicator method) and, BSC (balanced Scorecard (, BSC (). Improve sales team, sales supervision and sales promotion performance appraisal KPI, related to Nokia front-line sales staff, and further apply 0-4 scoring method to apply division sales general manager, city sales manager, In order to achieve better results, sales supervision and promoters' performance appraisal should be added to the performance appraisal of their teams. Make individual performance appraisal and team performance appraisal become an organic whole. The improved performance appraisal system can solve the problems encountered in the performance appraisal of the first-line sales staff of Nokia, which is conducive to improving the performance of the enterprise and improving the business ability of the sales staff. This article synthetically uses BSC,360 degree, KPI and so on three kinds of methods, and innovates the front-line salesperson's performance appraisal thought. This is also the innovation of this paper. The deficiency of this paper lies in the information that the KPI and its weight extraction and design depend on, the data is incomplete, the manpower that can be transferred is limited, and the related indexes need to be further improved and perfected in practice.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.63;F272.92

【相似文献】