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上海交通大学硕士学位论文B公司加速成长期的销售人员绩效管理研究姓名：高锦云申请学位级别：硕士专业：工商管理指导教师：顾琴轩20090524MBAB90200820.37%;62.21%WIND10091-2091-2385008500,,,,,,,BBMBABBBBBBKPIKPIMBATHERESEARCHONSALESMANPERFORMANCEMANAGEMENTINACCELERATING—GROWTHBCOMPANYABSTRACTSincethebeginningofthelastcentury90's,thehealthcareindustryinChinahasenteredastateofblowout.Accordingtosomeoftheirannualreportshavebeenpublished,theMainbusinessrevenueofpharmaceuticalindustryin2008growedof20.37%;netprofitgrowthof62.21%.Inthe10ofWINDfirst-levelindustry,thenetprofitgrowthofhealthcareindustryisinthefirstrow,beingrankedlowerthanenergyandtelecommunicationsservicesontheincomegrowth.AlthoughinJanuary-Februaryof2009theincreaseofthepharmaceuticalindustryhaddroppedtosomeextent,comparedwithotherindustrydatafromJanuarytoFebruary,itisstilltheoneofthemostprominentindustriesinthemacroeconomic.Inthenext3years,ourcountrywilladd850billionyuaninvestmentinordertoprotectthenewmedicinebeingabletosuccessfullyimplement,whichthe8500billionofnewinvestmentwillacceleratethegrowthofpharmaceuticalterminalMBAconsumptionspeed,andberecognizedasawholesubstantivebenefitfortheindustry.Duringthisperiod,alargenumberofmanufacturersentered,theindustryconcentrationwaslow,thetechnologywasincreasinglymatureandstable,theproductswasdiversifiedanddifferentiated,thequalitywasenhanced,marketsizewasenlarged,demandgrowedrapidly,thepriceelasticityofdemandwasalsoincreased,theindustryprofitgrowedrapidlyandbarrierstoentrywerelow,theinternalpressureofcompetitionexpanded,thewholeindustrywasinthelifecycleofrapidgrowth.Withtheexternalenvironmentmoreandmoreintense,B(China)InvestmentCo.,Ltd.(hereinafterreferredtoasBCompany)hasadoptedaseriesofpositivemeasurestocopewiththechallengesofthefuture:toestablishdefinitecorporatestrategicobjectives,toexplorethecriticalsuccessfactors,toexploretoputthenewmanagementtheoryintopractice.DuringtheprocessofthemanagementPractice,thegoodbenefitsisthekeyelementforcorporatetosurviveanddevelop,andthebenefitsiscloselyrelatedtothejobperformanceofmarketingstaffs,therefore,howtomeasuretheperformanceofmarketingstaffinfairmethods,andgiveanobjectiveevaluation,andutilizetheresultstoadjustthepayandcareerdevelopmentplanningofthemarketingstaffstoimprovethemarketingstaffs’degreeofMBAsatisfaction,mobilizetheirenthusiasmandinitiativetothemaximum,whicharetheuppermostquestionsforBCompany.Inthispaper,basedonBCompany'ssalesmanperformancemanagementastheanalysisobject,firstly,therelatedperformancemanagementtheoryandresearchresultsofsalesmanperformancemanagement,whicharesortedoutasthetheoreticalbasis,aremadeusetoanalysisBCompany’ssalesmanperformancemanagementpractice,atthesametime,thepaperfocusonthetheoryofKeyPerformanceIndicatorstobreakdownthecorporatestrategicgoaltothelevelofenterprise,departmentandpost,thusformthethree-levelkeyperformanceindicators.Whendesigningtheindicators,weconcernedaboutbothresultsandprocess,andabidetheprinciplesuchassimpleandpractical,operable,fewerandselective.Secondly,weanalyseddeeplyandsummeduptheeffectanddeficiencyinthepracticeofBCompany’ssalesmanperformancemanagement,andputforwardsomeproposalinordertoconcludedthatinordertoprovidethebasisforBCompany’ssalesmanperformancemanagement,furthermore,toestablishamoreeffectiveincentivemechanismtoensurethatBCompanydevelopsustainedly,rapidlyandhealthily.MBATheconclusionsofthispapercouldbelearnedformandgeneralizedtothoseenterpriseswhichmakeuseofKeyPerformanceIndicator(KPI)assignificanttechnologyforperformancemanagement.KEYWORDS:salesmanperformancemanagementsystemofKeyPerformanceIndicators(KPI)58111.1.9020BBBBBKPIKeyPerformanceIndicatorB1.22BB1.B2.3.B1.31.3.11.BBB2.B31.3.2BKPIBKPIKPIKPI1Figure1ThestructureofthepaperBBB422.12.1.11.2.3.4.52.1.21.;1123;261SMARTSspecific;MMeasurable;AAttainable;RRelevant;TTimebound22.7112321?2?3?4?5?6?7?83.360;41:;;292.1.3(keyperformanceindicators)KPIKPI1KSFKSFKSF2KSFKSFKRA3KRAKPIKRAKPI10KPIKPIKPIKPI2.1.41.70%-90%10%-30%2.3.114.5.122.1.512////1.2.3.2.21,2()13[16]Internet3()()(60)14KPI153B3.1B3.1.1B19971300B19981001002000BMDRendalBioscience162BFigure2CompanysOrganizationStructure3.1.2B1.BMDRendalBioscience172.B1BTable1Thebasicstatusofsalesman30070%268%30%263059%112%304021%1332%4012%356%58%83%26%13&16%4%BB2630268%B30B1012%183.23.2.1201020201.IMS2004692.1920803.2.2B6B200420200825Table2Thesalesandmarketconditionin5years2004648.9%12%2005889.5%17%200611710.2%20%B213Figure3TheCorporationLifeCycleBB20065200720125224BB4BFigure4thedimensionsofperformancemanagementBKPIKPIB4.14.1.11.BB6233BFigure3WideGoalFrameworkOfBCompanyBCustomerInnovationPeople/Team/.Quality/Regulatory/Compliance//OperationalExcellenceFinancial/..2.KPIKPI)KPIKPI:KPI;KPIKPIKPIKPI24KPI)5KPIFigure5ThesystemofKPIbasedondepartmentresponsibilitiesKPI1236KPIFifure6ThesystemofKPIbasedonpositionBKPI4.1.21.1()225;(3)4()5;;6782.12344.1.31.2.3.4.265.6.7.8.9.4.2BKPIKPIKPIBKPI4.2.11.KPI1BKPIKPI27A:200720125;;5%;;;77BFigure7TheanalysisonKeySuccessFactorKPIKPI????BKPI288BKPIFigure8ThedecompositionofKPIinBcompany2BKPI294BKPITable4TheKPIindicatorinBcompanyKPI3BKPIKPIKPI4BKPIKPI;KPIBKPI2.B