X 饮料公司由于本身规模庞大，机构复杂，人员众多，在区域性销售人员绩效 考核方面存在着一定的问题，之前制定的绩效考核体系己经无法适应当前 A 地市场 的需求，不仅打击了销售人员的工作积极性，还严重影响了 A 地市场的发展。在这 种前提下，对销售人员的绩效考核体系进行优化和改善是十分必要的。 本文以 X 饮料公司销售人员为研究对象，综合利用了文献综述法、案例研究法、 实地调查法，并在绩效考核相关基本理论的支持下，将理论研究与案例分析相结合， 来对 A 地市场销售人员绩效考核体系进行优化研究。 本文首先介绍了选题的背景、研究目的意义、研究的内容方法等；接下来回顾 和总结了绩效考核的相关基本理论；然后对 X 饮料公司 A 地市场销售人员绩效考 核的现状、存在的问题及问题产生的原因进行分析；之后本文基于公司发展战略和 销售人员自身特点，运用平衡计分卡（BSC）和关键绩效指标（KPI）相结合的绩 效考核方法，对 A 地市场销售人员绩效考核体系进行了优化；紧接着利用对偶加权 法确定指标权重，并考察了优化后绩效考核体系的实际运用效果，进而提出了一些 保障措施；最后是研究结论与展望。 优化以后的绩效考核体系既能提高销售人员的工作积极性，又有利于公司的长 远发展，进一步丰富了企业绩效考核理论，研究成果对于类似企业销售人员的绩效 考核也具有一定的参考价值。 关键词：销售人员；绩效考核；平衡记分卡；关键绩效指标I ABSTRACT Because of its large scale, complex organization and numerous personnel, X Beverage Company has certain difficulties in performance appraisal system of regional salesmen. The performance appraisal system formulated a few years ago has not been able to meet the needs of the current market situation in A market. Affected the enthusiasm of salesmen and the development of the A market. Under this premise, it is necessary to study and improve the performance appraisal system of salesmen in the X Beverage Company's A-market. This article takes X beverage company's salesmen as the research object. The basic theory of performance appraisal is used as the theoretical basis of this article, and the literature review method, case analysis method and field investigation method are comprehensively utilized. Combined with theoretical research and case analysis, to study the performance appraisal system of salesmen in A market. This article first introduces the background and meaning, content and method of the topic. Then it reviews and summarizes the theoretical basis of performance appraisal. The third part is summarizes and analyzes the present situation of performance appraisal of salesmen in A market, and finds out the main problems and reasons. Then, based on the combination of balanced scorecard and key performance indicators, this article re-optimized the performance appraisal system of salesmen in A market. The fifth part is the practical application and guarantee of the performance appraisal and optimization system. Finally, is the research conclusion and prospect. The optimized performance appraisal system is not only helps to improve the enthusiasm of salesmen but also contributes to the long-term development of the company. At the same time, the research further enriches the performance appraisal theory, and the research results also have certain reference value for the performance appraisal of similar enterprises. KEY WORDS：salesmen; performance appraisal; balanced scorecard；key performance indicator1 目 录 第一章 绪论...................................................................................................1 第一节 选题的背景 ........................................................................................................1 第二节 研究目的意义 ....................................................................................................1 第三节 国内外研究综述 ................................................................................................2 第四节 研究方法、内容与框架 ....................................................................................4 第二章 绩效考核相关基本理论...................................................................7 第一节 绩效理论基础 ....................................................................................................7 第二节 绩效考核理论基础 ............................................................................................8 第三节 绩效考核的主要方法 ......................................................................................10 一、目标管理法（MBO）.........................................................................................10 二、360 度考核法.......................................................................................................11 三、关键绩效指标法（KPI）....................................................................................11 四、平衡记分卡法(BSC)............................................................................................12 第三章 X 饮料公司 A 地市场销售人员绩效考核现状与问题................13 第一节 X 饮料公司概况...............................................................................................13 一、公司发展简介......................................................................................................13 二、公司组织架构......................................................................................................13 第二节 销售人员状况 ..................................................................................................14 一、学历结构..............................................................................................................14 二、服务年限结构......................................................................................................15 三、职级结构..............................................................................................................16 四、年龄结构..............................................................................................................16 五、性别结构..............................................................................................................17 六、饮料行业销售人员特点......................................................................................17 第三节 X 饮料公司 A 地市场销售人员绩效考核现状..............................................17 一、绩效考核的主要内容..........................................................................................172 二、绩效考核的周期与指标...................................................................................... 18 三、考核结果的处理措施.......................................................................................... 21 第四节 X 饮料公司 A 地市场销售人员绩效考核存在问题 ..................................... 21 一、绩效考核的流程不合理...................................................................................... 22 二、绩效考核的指标设计不科学.............................................................................. 22 三、绩效考核对销售人员的影响被曲解.................................................................. 23 四、忽视了绩效考核的后续改进.............................................................................. 24 第五节 X 饮料公司 A 地市场销售人员绩效考核问题的原因分析 ......................... 24 一、对绩效考核认识出现偏差.................................................................................. 25 二、缺乏对考核者的专业指导和培训...................................................................... 25 三、绩效考核结果反馈不足...................................................................................... 25 四、没有完善的绩效考核体系.................................................................................. 25 第四章 X 饮料公司 A 地市场销售人员绩效考核体系优化....................27 第一节 绩效考核体系优化设计的必要性及可行性分析.......................................... 27 一、绩效考核体系优化设计的必要性分析.............................................................. 27 二、绩效考核体系优化设计的可行性分析.............................................................. 28 第二节 绩效考核体系优化设计目的.......................................................................... 28