摘要
摘要
JC河南公司是世界五百强企业 JC集团的中国公司在河南地区设立的分公司，负
责集团旗下 YK品牌中央空调与 JS品牌楼宇自控系列产品的销售和服务。中央空调
和楼宇自控业务具有高度的协同性，集团一直要求开展交叉销售，希望利用不同业务
线的资源交叉共享来提高销售额和利润。JC河南公司交叉销售的效果不尽人意，对
其交叉销售工作进行研究和改进以提高销售业绩，具有重要的实践意义。
JC河南公司作为销售分公司，交叉销售产品的特点以及协同性是确定的，价格
体系和市场战略也都是由总部制定的，分公司工作开展主要是基于销售人员的管理，
因此，本论文以 JC河南公司的交叉销售为研究对象，从销售管理角度出发，通过对
其目前交叉销售工作的现状进行调研，找出其存在的问题，并针对问题进行分析和研
究，发现三个方面的因素导致了这些问题：组织架构不适应交叉销售的要求；绩效考
核没有量化，奖励制度不能体现对交叉销售的引导和激励；结果导向型的销售管理模
式不能对交叉销售的项目过程进行有效管理和控制，业务流程不能有效支持交叉销售
的工作开展。
在以上研究的基础上，从组织架构，绩效考核和薪酬制度，销售管理和业务流程
三个方面提出改进的措施：第一、改进组织架构，并设置交叉销售业务委员会（SBU），
保证交叉销售工作的有效开展；第二、改进绩效考核和激励方案，使交叉销售的考核
能够量化并对销售进行引导和激励；第三、改进销售管理和业务流程，加强销售管理
的过程控制，建立交叉销售业务流程和合作机制。进而提出了人力资源保障，支持体
系保障，监督与激励，高层支持及经费保障四个方面的保障条件，使 JC河南公司的
交叉销售改进能够得以有效实施，提高销售效率，从而提高 JC河南公司的销售额和
利润。
关键词：中央空调，楼宇自控，交叉销售
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ABSTRACT
ABSTRACT
JC Group is a Fortune Global 500 company. JC Henan Company is the branch of JC
Group's China business in Henan，It is responsible for selling YK brand central
air-conditioning products and JS brand building automation products of JC Group, and
providing services to users. JC's central air-conditioning and building automation
businesses are highly synergistic. The group headquarters has always required cross-selling，
sharing of resources from different business systems to improve sales performance and
financial profits. However, the cross-selling effect of JC Henan Company is not
satisfactory. It is very important to research and improve its cross-selling activities,
because it can improve its sales performance.
JC Henan Company, as a product sales branch company, the characteristics and synergy of
cross-selling products are clear and fixed, and the price system and market strategy are also
formulated by the group headquarters. The sales activities of the JC Henan company are
mainly for the management of the sales team. Therefore, this thesis takes the cross-selling
of JC Henan Company as the research object. Based on the perspective of sales
management, to find out its existing problems by investigating and researching its
cross-selling activities, and then analyzing the problems, it is found that the following three
factors have caused these problems: The organizational structure cannot meet the
requirements of cross-selling; The performance appraisal is not quantified, and reward
system cannot effectively motivate sales staff to carry out cross-selling; The result-oriented
sales management method cannot supervise and control the project process, and business
management processes cannot effectively support cross-selling activities.
Then improvement measures are proposed from three aspects: organizational structure,
performance appraisal and salary system, sales management and business process. First,
improve the organizational structure and set up a cross-selling business committee (SBU)
to ensure the implementation of cross-selling activities; Second, improve performance
appraisal and incentive programs, make the assessment of cross-selling quantifiable and
reward sales staff; Third, improve sales management and business processes, strengthen
the process control of sales management, establish cross-selling business processes and
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