【摘要】：啤酒行業(yè)是中國市場化最早，程度最高的行業(yè)。面對殘酷的市場競爭，資本運作短時期內(nèi)可以取代局部市場、售點的廝殺。但面對各種復(fù)雜的競爭形勢，沒有強有力的當(dāng)?shù)劁N售機構(gòu)，是無法將企業(yè)戰(zhàn)略落實，穩(wěn)守勝利果實的。如何建立強大的銷售機構(gòu)，如何利用完善的管理機制和用人機制吸引更多優(yōu)秀人才，如何為優(yōu)秀人才提供充分發(fā)揮才能的空間和舞臺，如何激勵優(yōu)秀的人才不斷進取、不斷完善，爭取最大個人及團隊業(yè)績，這些問題的解決，關(guān)鍵在于一個有效的績效管理體系，，特別是績效評價和改進體系的建立和實施。 任何企業(yè)的運行與發(fā)展是以達成企業(yè)的績效目標(biāo)為根本目的，而企業(yè)績效目標(biāo)的實現(xiàn)則依賴于每個銷售單元的績效提高。但是，企業(yè)只有對銷售機構(gòu)績效做出公正的鑒定與考評后，才能充分調(diào)動團隊的積極性，指導(dǎo)銷售機構(gòu)有計劃的改進工作，才能達到人力資源的有效開發(fā)和管理，實現(xiàn)企業(yè)的最終目標(biāo)。科學(xué)合理的績效評價，對企業(yè)的發(fā)展具有重要的戰(zhàn)略意義。 本文在主要介紹中國啤酒行業(yè)特點及啤酒企業(yè)銷售機構(gòu)績效評價體系的現(xiàn)狀及問題；并從幾個方面介紹了績效管理的一些理論和基本概況。對績效管理研究理論的發(fā)展趨勢進行了展望；結(jié)合A公司的基本概況，介紹了其原有的銷售機構(gòu)績效評價體系，以及存在的問題及產(chǎn)生原因分析，并簡單介紹新的績效評價體系-SEP；確立SEP評價目標(biāo)，并將SEP八個模塊的指標(biāo)體系作以說明和分析，將持續(xù)改進加入績效管理循環(huán)中，構(gòu)建一套完整的銷售機構(gòu)卓越績效管理體系。根據(jù)A公司績效評價體系的運行效果進行分析，并提出改善建議并給出了具體的應(yīng)對措施和實例。最后給出目標(biāo)企業(yè)銷售卓越績效管理實施的初步結(jié)果分析，得出初步的結(jié)論，并對類似企業(yè)給出參考性的建議，指出未來績效研究和實踐的趨勢。
[Abstract]:Beer industry is the earliest market-oriented industry in China, the highest degree of industry. In the face of cruel market competition, capital operation can replace the local market in a short period of time. But in the face of all kinds of complicated competition situation, without strong local sales organization, it is impossible to carry out the enterprise strategy and keep the victorious fruit. How to establish a strong sales organization, how to make use of the perfect management mechanism and employment mechanism to attract more outstanding talents, how to provide the space and stage for the outstanding talents to give full play to their talents, how to encourage the outstanding talents to keep forging ahead, To solve these problems, the key lies in an effective performance management system, especially the establishment and implementation of performance evaluation and improvement system. The operation and development of any enterprise is aimed at achieving the performance goal of the enterprise, and the realization of the enterprise performance goal depends on the improvement of the performance of each sales unit. However, only after a fair appraisal and evaluation of the performance of the sales organization can the enterprise fully mobilize the enthusiasm of the team, guide the planned improvement of the sales organization, and achieve the effective development and management of human resources. Achieve the ultimate goal of the enterprise. Scientific and reasonable performance evaluation is of great strategic significance to the development of enterprises. This paper mainly introduces the characteristics of beer industry in China and the present situation and problems of the performance evaluation system of beer enterprises, and introduces some theories and basic situation of performance management from several aspects. The development trend of the theory of performance management is prospected. Combined with the general situation of company A, this paper introduces the original performance evaluation system of sales organization, analyzes the existing problems and causes, and simply introduces a new performance evaluation system-SEP;. The goal of SEP evaluation is established, and the index system of eight modules of SEP is explained and analyzed, which will continuously improve and join the cycle of performance management, and construct a set of complete excellent performance management system of sales organization. Based on the analysis of the effect of the performance evaluation system of company A, the paper puts forward some suggestions for improvement and gives some concrete countermeasures and examples. Finally, the preliminary results of the implementation of sales excellence performance management in target enterprises are analyzed, the preliminary conclusions are drawn, and the reference suggestions for similar enterprises are given, and the trend of future performance research and practice is pointed out.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.82;F272.92

【參考文獻】

相關(guān)期刊論文 前10條

1 馬立平;層次分析法──現(xiàn)代統(tǒng)計分析方法的學(xué)與用(七)[J];北京統(tǒng)計;2000年07期

2 周春梅;企業(yè)績效評價中的管理理念[J];財會月刊;2003年24期

3 袁冶;;企業(yè)績效評價指標(biāo)子系統(tǒng)的設(shè)計原則與方法[J];財政監(jiān)督;2007年04期

4 葉飛,徐學(xué)軍;基于虛擬企業(yè)的績效協(xié)同模糊監(jiān)控系統(tǒng)設(shè)計研究[J];當(dāng)代財經(jīng);2001年05期

5 毛道維;企業(yè)綜合評價的趨勢及理論[J];經(jīng)濟體制改革;2001年02期

6 支曉強;如何選擇業(yè)績評價標(biāo)準(zhǔn)──兼論業(yè)績評價在激勵機制中的作用[J];會計研究;2000年11期

7 張明;;實施績效管理的基本條件[J];農(nóng)電管理;2005年12期

8 崔立瑤,劉希宋;國有大型企業(yè)集團的企業(yè)績效動態(tài)評價[J];企業(yè)經(jīng)濟;2001年05期

9 劉軍琦,劉兵;淺析我國企業(yè)績效評價體系的現(xiàn)狀[J];四川經(jīng)濟管理學(xué)院學(xué)報;2001年03期

10 熊梅芬,王湘志;現(xiàn)行績效評價指標(biāo)體系存在的問題及改進建議[J];吉林省經(jīng)濟管理干部學(xué)院學(xué)報;2004年03期

本文編號：2399891