卷烟营销员是卷烟营销网络建设全面提升工作中的核心,肩负着营销、服务、 管理、分析和联络五大职能。但是,由于营销员日复一日重复机械性的工作,很 容易产生厌倦情绪,甚至丧失工作热情。 本文以LH烟草公司为例,通过对LH烟草公司营销员绩效考核现状进行调查 发现,现有的考核体系中存在有绩效管理意识欠缺、对绩效考核认识存有偏差、 考核指标设置有缺陷、督查考评员相关知识有待完善、考核结果未能有效应用、 反馈机制的缺失等问题,已经严重影响到营销员工作的积极性和绩效考核管理的 效果。 根据对LH烟草公司营销员绩效考核进行分析,基于LH烟草公司的发展战略, 本文对LH烟草公司营销员绩效考核方案进行了改进设计,设计的思路是运用平 衡计分卡的原理,从财务、客户、流程、学习与成长四个方面对LH烟草公司的 营销战略进行分解,并运用关键指标法、层次分析法等工具,设计绩效考核指标 和权重,完成了对原绩效考核方案的改进。同时,为营销员绩效考核方案的改进 设计了实施保障,以找出烟草营销的绩效管理存在的问题和应用规律,提高烟草 公司营销员的业务水平和工作积极性,创造积极向上的企业文化,从而更加有效 的实现LH烟草公司的营销战略。 关键词:绩效考核;营销员;平衡计分卡 MBA学位作者:陈松 LH烟草公丨dfl:销员绩效考核改进方案 Abstract Sales and marking people is core to improve the sales and marking network construction with the whole, and shouldering five functions of marketing, service, management, analysis and contact. But, with the day after day repeated mechanical work, the sales and marketing people is prone to be wearied and even loss the enthusiasm of the work. Take the example of LH Tobacco Company in this Paper, Through analysis by investigation of LH Tobacco company sales and marketing staff performance appraisal status quo, we find out that the existing evaluation system had many problems, such as, lack of awareness of performance management, and deviation to the understanding of the performance appraisal, and existing default of assessment indicators set, and the knowledge of supervision and evaluation staff needs to be improved, and the results of the exam has not been effectively applied, and the absence of a feedback mechanism. All of these has been seriously affected the work of sales and marking people and the effect of the performance appraisal management. According to the analysis of LH Tobacco Company marketing performance appraisal,and based on the LH Tobacco Company's development strategy, there have some improvements of sales and marketing staff performance appraisal program of LH Tobacco Company in this Paper. The idea is to use the principle of the Balanced Scorecard, and Analysis of LH Tobacco Company's marketing strategy from financial, customers, processes, learning and growth, and use of tools of key performance indicator and Analytic Hierarchy Process (AHP) to design performance appraisal indicators,so that it is can complete the improvements on the original performance appraisal program. At the same time, it is designed to implement safeguards for the improvement of the marketing staff performance appraisal program, and find out the problem and application law of the marketing performance management, and improving the business level and the working enthusiasm of the marking people, and create a positive corporate culture, which can achieve the LH Tobacco Company's marketing strategy on more effective way. keywords: Performance appraisal; marketing staff; balanced scoreboard II MBA学位作者:陈松 LH烟争公销员绩效考核改进方案 目录 一、绪论 1 (一)研究背景与意义 1 (二)研究内容与思路 2 二、绩效考核相关理论 5 (一)激励理论 5 (二)绩效管理理论 6 (三)绩效考核理论与方法 8 三、LH烟草公司营销员绩效考核存在问题及其原因分析 15 (一)LH烟草公司简介 15 (二)LH烟草公司营销员绩效考核现状 18 (三)LH烟草公司营销员绩效考核存在问题分析 19 四、LH烟草公司营销员绩效考核方案改进思路 22 (一)LH烟草公司营销员绩效考核改进方案的设计目标 22 (二)绩效考核改进方案设计原则 24 (三)营销员绩效考核改进方案的设计 25 五、LH烟草公司营销员绩效考核改进方案的实施 39 (一)绩效考核改进方案的实施步骤 39 (二)实施保障 46 六、结论与展望 50 (一)结论 50 (二)展望 50