实施绩效考核，关注绩效改进是企业不断自我提升和达成战略目标的重要保
证。而团队日益成为组织运作的重要形式，团队的工作方式也得到了越来越多组
织的认可，因此，团队和个人都对业绩的高低负有责任，传统的以个人为导向的
绩效评价管理体系必须得到改变，企业应该在内部建立一种绩效考核和管理的文
化，将组织的战略目标层层分解到团队和个人，使每一个员工都担当起改进业绩、
提高技能的责任，从而实现组织的战略发展目标。本文在认清绩效考核的重要作
用后，采用了文献研究法、案例研究法、定量和定性分析相结合的方法等多种研
究方式，对绩效评价的理论进行分析总结。作者在熟知绩效评价理论的基础上，
对鼎联高新技术（北京）有限公司营销管理部现行的绩效评价方法进行分析总结，
指出其仅仅以业绩指标来衡量单个员工的绩效考核方法有较多的缺点。随后，作
者选择了平衡计分卡和关键绩效指标两种绩效评价的方法来设计一个全新的营
销绩效评价体系。平衡计分卡从顾客、财务、内部流程、学习和成长四个角度对
鼎联高新技术（北京）有限公司整体的营销绩效进行了评价，财务关注营销管理
部的盈利作用，顾客角度关注鼎联高新技术（北京）有限公司的客户反馈，内部
流程关注企业内部的优化和工作效率，学习和成长关注员工的发展。 随后，文
章给出了营销管理部员工，包括经理、业务发展总监、销售经理所有在内的员工
的绩效评价体系，并对绩效考核体系中的定量指标和定性指标的评价标准和计分
方法进行了介绍。然后，介绍了绩效评价和管理工作中比较重要的几个环节，包
括持续的绩效沟通、绩效信息的收集和分析、绩效反馈和面谈、绩效考核结果应
用以及绩效改进。文章最后进行了总结分析，指出了本文研究的不足和进一步研
究的方向。
关键词： 营销绩效 绩效评价体系 平衡计分卡ABSTRACT
The Beijing E&E Technologies Co., Ltd’s main businesses are environmental
governance, water treatment, etc. Because of the serious of environmental problems
caused by economic development, the Beijing E&E Technologies Co., Ltd faces
greater opportunities for development. As the Beijing E&E Technologies Co., Ltd’s
important department, the performance evaluation system of the marketing
department has important strategic significance to the Beijing E&E Technologies Co.,
Ltd’s development.
Implementation of performance appraisal and concerned about the performance
improvement are important to ensure every company continue to upgrade themselves
and to achieve the strategic objectives. Team is increasingly becoming an important
form of organizational operations, and the team's work has also been recognized by
more and more organizations, so every team member and the team itself are both
responsible for their work performance. The traditional individual-oriented
performance evaluation management system must be changed. Within companies, the
manager should try to establish the performance appraisal and management culture,
and according to dividing the organization's strategic objectives down to every level,
each employee takes on the responsibility to improve performance, then to achieve the
organization's strategic development goals. Combining a variety of research methods,
such as case study method, quantitative and qualitative analysis method, this paper
analyze and summarize the performance evaluation theory. On the basis of
well-known performance evaluation theory, the author introduces the existing
performance evaluation system of the Beijing E&E Technologies Co., Ltd, and points
out that it only measure individual employee performance and it has more
disadvantages. Subsequently, the author selects two performance evaluation methods,
which are the Balanced Scorecard and the Key Performance Indicators, to design a
new marketing performance evaluation system. The Balanced Scorecard focuses on
four divisions, which are customer, financial, internal processes, learning and growth.
Then, the author designs the performance appraisal system for the workers of the
marketing development, including the manager, director of business development,
sales manager. The paper designs the criteria and method of calculation of the
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