这就出现了激励效果达不到预期的问题：在现有的销售激励政策下，公
司的销售经理对销售的热情不高，销售助理之间相互推诿，因此现有的销售
激励政策已经不能满足公司当前的发展需要了。要想改变公司销售部门出现
的这些问题，必须要提出更加科学合理的销售激励政策。
论文以激励理论为基础，在了解国内外销售人员激励的主要方式以后，
分析公司现有销售激励方案出现问题的原因，发现了现有的销售激励政策存
在以下不足：对新老销售经理的激励分配不公平，对公司新产品的推广作用
力度不大，对公司整个销售团队的激励效果不够。
在坚持以服务公司发展为出发点，以凝聚销售部门为着力点，以激励销
售人员为落脚点的优化思路的原则下，提出了新的具体的优化措施：新的销
售人员激励方案更加注重分配的公平性，尤其是新老销售经理的分配原则性
上公平；新的销售人员激励方案更加注重持续性和引导性，让激励的效果和
时期更加持久，让激励的指引性更加明确；新的销售人员激励方案的激励覆
盖范围更加全面，不再仅仅针对公司的销售经理，也将销售助理岗位包含在
内，对公司整个销售部门的全体员工都进行激励管理。
文章创新性在于针对公司客户维护现状，创造性提出双责任人制度，让
客户的维护不再固定的捆绑在一个销售经理身上，让客户的归属在销售经理C 公司销售人员激励方案研究之间存在合理的适度的流动性，这种流动性不仅仅是重新分配了提成，更是
激起了销售经理之间争夺优质客户的竞争意识。如此一来，公司不仅加强了
对销售经理的管理和激励力度，也加强对客户的掌控程度。此外针对公司提
成发放的具体问题提出更加合理的方案，让提成发放起到的激励时效更长，
并且这种提成计算方法可以加强销售经理对长期欠款的关注度，最终起到减
少公司呆坏账出现的效果。
当然，在一个发展阶段内，每个公司的制度和政策是要与公司当前的发
展现状相匹配的，新的激励方案也并不是可以一直适合公司发展要求的，在
公司发展得更好的时候，文章中提出的新的激励方案也需要重新调整。
关键词：激励 销售人员 责任人制度 提成AbstractAbstract
In market economy, the survival and development of enterprises rely on sales
to bring profits. By the accumulation of capital, enterprises can survive in the
fierce market competition, and then grow and develop. Owing to national policies’
encouragement and support recently , company C, as a high- tech enterprise
researching、developing and selling ICs, has got expanded. The sales have got
rapid growth while the company&39;s sales department increased. Meanwhile the
system and excitation programs of sales department are not updated with the
company&39;s development. The existing sales excitation program is simple material
excitation, scarcely spiritual excitation. And only the sales managers were inspired,
ignoring the excitation for sales assistant.
Problem appears that incentive effect is less than expected. In the existing
sales excitation policy, the company&39;s sales managers keep low enthusiasm for
selling while sales assistant are irresponsible. The existing sales excitation policy
failed to meet the company&39;s current development needs. To change this situation,
we need a more scientific and reasonable sales excitation policy.
Based on the theory of excitation theory, learned the main ways of sales
excitation domestic and foreign, this paper analysis the reason why company C&39;s
existing sales excitation program failed: some policies are not fair for old and new
sales managers、some are not aimed to promote the sales of new product and the
general excitation effect for the entire team is not obvious.
Aimed at the company’s development、gathering the sales department and
encouraging the sales staff, this paper proposed new specific optimized policies.
The new excitation policies emphasize distribution fairness, especially the fairness
of distribution principles between new and old sales managers. New sales staff
excitation program more emphasis on continuity and guidance, so that the effect of
incentives is significant and last longer, and the guidance of incentives moreResearch on the motivation plans of sales staff in C companyclearly. The new sales staff excitation program incentive covers widely, not only
for the company&39;s sales manager, but also for sales assistant. The company&39;s entire
sales department is excited.
Based on the situation of company C, this paper creatively put forward the
system of dual responsibility. It means the maintenance of customers is not a
single sales manager’s responsibility. This allows the ownership of the customer
reasonably and moderately altering between sales managers. The alteration is not
only re-allocation of the commission, but also arouses the sales managers’
awareness of competition of high-quality customers. In this way, the company not
only strengthened the management of sales managers, but also strengthened the
control of customers. This paper proposed reasonable program of commission
issuing , which keeps the excitation longer, and keeps the sales manager&39;s paying
more attention to the long-term arrears and eventually reduce the company&39;s bad
debts.
Of course, a company&39;s system and policy is to match the company&39;s current
development status in every stage. The new excitation policies are not always
suitable for the company&39;s development requirements. As the company develops ,
the policies this article proposed also need to re-adjust.
Keywords: Excitation; Sales staff; Responsibility system; Commission目录目录
1 绪论1
1.1 研究背景和目的..... 1
1.1.1 研究背景 ....... 1
1.1.2 研究目的 ....... 2
1.2 研究内容和方法 ..... 3
1.2.1 研究内容 ....... 3
1.2.2 研究方法 ....... 4
2 研究的理论基础——激励理论..... 5
2.1 激励理论的概念 ..... 5
2.2 激励理论的主要分类 . 5
2.2.1 内容型激励理论 . 6
2.2.2 过程型激励理论 . 7
2.2.3 行为修正型激励理论 ......... 8
3 销售人员激励方案的研究现状.... 10
3.1 国内外销售人员激励的主要方式.. 10
3.1.1 物质类激励 .... 11
3.1.2 精神类激励 .... 14
3.2 同行业销售人员激励方案现状 .... 15
4 公司现有激励方案现状 ......... 17
4.1 公司现有激励方案介绍 .......... 17
4.2 现有激励方案的不足之处 ........ 18
4.2.1 新老销售经理的激励分配不公平 .......... 19C 公司销售人员激励方案研究4.2.2 新产品的推广作用不足 ...... 21
4.2.3 对销售团队整体的激励效果不够 .......... 23
5 销售人员激励方案的优化建议.... 25
5.1 优化建议总体思想 .. 25
5.1.1 以服务公司发展为出发点 .... 25
5.1.2 以凝聚销售部为着力点 ...... 26
5.1.3 以激励销售人员为落脚点 .... 26
5.2 具体优化方案 ...... 27
5.2.1 公平性：新老员工激励分配 . 28
5.2.2 持续性：考核方案持续有效 .. 31
5.2.3 激励性：激发销售团队的销售热情 ........ 35
5.2.4 引导性：激励方案的引导偏好37
5.3 优化方案的实施 .... 38
6 结论及进一步思考40
6.1 研究结论 .......... 40
6.2 对结论的进一步思考40
参考文献 ......... 43
致 谢 ........... 451 绪论1 绪论
1.1 研究背景和目的
1.1.1 研究背景
在当今社会，市场经济已经充分发展，商品与货币都已经高度的市场化，
对于全球市场经济中的公司这一最重要的主体来说，任何一个公司的销售都
是其本身业绩的最主要和最直接的来源。而产生或者创造公司销售业绩的人
就是公司的销售人员。这些人（也就是公司销售人员）的积极性往往会占很
大权重的比例影响到公司的销售业绩。之所以这么说，是因为在市场经济的
各种主体中，除了非营利性的公益组织等以外，所有以营利为经营目的的企
业都需要依靠销售来产生业绩，进而赚取利润。本文是以作者所在的 C 公司
为研究对象，该公司作为一家集成电路的研发、生产和销售的企业，其主要
的销售模式是以代理商的渠道销售为主。通过公司多年的总结以及对行业内
标杆企业的分析，普遍认为影响公司的销售业绩主要是四个方面的因素：公
司知名度
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