A集装箱货运公司销售绩效评价研究

发布时间：2018-04-25 10:22

  本文选题：集装箱货运公司 + 销售员　； 参考：《大连海事大学》2013年硕士论文

【摘要】：集装箱货运公司随着近几年集装箱物流业务的蓬勃发展,业务也逐渐扩大,从之前简单的海运段服务逐渐向全程物流供应商转型。销售作为货运行业的核心群体,其如何考核评价也逐渐被各家公司摆上了议事日程。 A集装箱货运公司成立于1996年8月,目前已成为上海口岸较大的国际货运公司之一。在上海及江苏、浙江、安徽三省一市设立的地区公司、分公司、货运部及其遍布三省城乡的分支机构多达64家,进而构成以上海口岸为龙头,以华东三省和长江沿线等内陆城市为业务覆盖面的集海运、陆运、空运和多式联运为一体的、全方位、多功能的国际货运网络体系。 本文通过A公司销售部销售员为研究对象,通过分析A公司的组织架构,和销售员的绩效现状,从中找到A公司绩效评价存在的问题。分析问题,并且重新设计了A公司绩效评价机制和绩效实施的流程。对A公司绩效重新设计的本意是对A公司销售绩效管理的统一化,最大程度地确保A公司销售工作的公平性、积极性,使得销售员能够清晰地认识到自身的优缺点,在后续工作中不断完善改进工作方法,提升销售员在A公司的业务能力,从而带动整个销售团队业绩的提升。
[Abstract]:With the rapid development of container logistics business in recent years, container freight companies have gradually expanded their business, and gradually transformed from simple seaborne service to full logistics suppliers. Sales as the core of the freight industry, how to assess the evaluation has been gradually put on the agenda of companies. A Container Freight Company was established in August 1996 and has become one of the larger international freight companies at Shanghai Port. In Shanghai and Jiangsu, Zhejiang and Anhui provinces and cities, there are as many as 64 regional companies, branch offices, freight departments and their branches in urban and rural areas of the three provinces, thus constituting a leading port in Shanghai. With the inland cities such as the three provinces of China and the Yangtze River as the business coverage, it integrates shipping, land transportation, air transportation and multimodal transport as one, all-directional, multi-function international freight network system. By analyzing the organizational structure of company A and the present situation of sales staff, this paper finds out the problems existing in the performance evaluation of company A through the analysis of the sales staff of company A as the research object. Analyze the problem, and redesign the performance evaluation mechanism and performance implementation process. The original intention of the performance redesign of company A is to unify the sales performance management of company A, to ensure the fairness and enthusiasm of the sales work of company A to the greatest extent, so that the salesmen can clearly recognize their own advantages and disadvantages. In the follow-up work to continuously improve the working methods, enhance the sales staff in company A business ability, thus driving the entire sales team performance improvement.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F512.6

【参考文献】

中国期刊全文数据库 前9条

1 孟宪松;;销售人员绩效管理的影响因素及意义[J];黑龙江对外经贸;2009年07期

2 詹秋月;;西方激励理论的演进与发展[J];商业经济;2007年02期

3 王雅楠;;激励理论综述及启示[J];科技情报开发与经济;2007年03期

4 谢应宽;B·F·斯金纳强化理论探析[J];贵州师范大学学报(自然科学版);2003年01期

5 潘石;企业家理论研究的新发展——评《论企业家行为激励与约束机制》一书[J];农业与技术;1998年01期

6 朱芝洲;俞位增;蔡文兰;;现代激励理论的演进轨迹:二维框架分析[J];宁波职业技术学院学报;2008年01期

7 林恩忠;;销售人员绩效管理的“三个三”[J];企业管理;2011年06期

8 梁建民;;管理人员绩效考核体系探析[J];时代金融;2011年18期

9 王娟丽;薪酬设计中如何体现公平[J];中国人力资源开发;2004年03期

中国博士学位论文全文数据库 前1条

1 裴一蕾;企业一线销售人员授权与其销售绩效关系研究[D];吉林大学;2009年

中国硕士学位论文全文数据库 前1条

1 高丽芳;A公司营销人员绩效考核体系研究[D];北京交通大学;2007年

，

本文编号：1800917