SZDX公司基层营销团队绩效考核研究与设计

华中科技大学硕士学位论文SZDX公司基层营销团队绩效考核研究与设计姓名：徐钊申请学位级别：硕士专业：工商管理指导教师：廖建桥20060426IIISZDXSZDXVOIP3GIVAbstractAsthebellwetherininformationrevolutionandthepillarinnationalinformationindustryTelecomcarriersmustdealwiththecrucialissuethatestablishhighlyscientificperformancemeasurementsysteminordertorespondtomarketdemandinatimelymannerandimproveeffectiveofstrategyexecutionmeanwhilefoundthecorecompetitiveness.ThisthesisfirstintroducesthedevelopingconditionsandmaincharactersofourtelecomcompanyandSZDX,thendemonstratestheuseandmeaningofstudyingthemarketingteam’sperformancesystem,atthesametimeillustratesthepresentconditionofourtelecomindustry.Familiarwiththebasicperformancetheory,uponthemarketingteam’sstructure,thisthesissystematicallymakeawholeevaluationofmarketingteam’sperformanceappraisal.Basedonthese,accordingtotheinformationaboutmarketteamofSZDXcompany,thisthesisstudytheproblemsonthepresentperformancesystemandgiveareasonableanalysis.Finally,bystudyingtherelatedcases,thisthesisdrawitsconclusionandbringoutseveralmeansonresolvingtheproblemsofthepresentperformancesysteminmarketingteam.Theperformancesystemofmarketingteamneedstorelatewiththepracticalneedsofmarketingadministration,andemphasisispaidontheadministrationforvariousaimsandforthewholeprocessofmarketing.Withthedevelopmentofthecommunication’stechnology,suchnewtechnologyasVOIPand3Gwillformthedeepimpacttothetraditionalbusinessoftelecom,thetechnologynetworkandterminalarenotthetoolstoholdthechoiceofclients.Themarketischanging,theadministrationoftelecommarketteamsisadynamicprocess,thereisnocompletelyadaptablestandardmodelintheperformancesystemoftelecommarketingteam,soitneedscontinuallyadjusting.Inordertomeetthenewchallengeformarketintelecom,thereasonableandsystematicperformanceappraisalsysteminmarketingteamistobetheimportantissuetoberesolvedintheSZDXcompanyfastVdevelopingprocess.Fortheabovereason,byanalyzingthecases,thisthesisseekstoconstructthemorereasonableperformanceappraisalsystemofmarketingteam,whichmeetstheneedsofcompanydevelopment.Keywords:telecomcompanymarketingteamperformanceappraisal199SZDX05SZDXKPISZDXSZDX2SZDXSZDX311.11.1.130401215GDP[1]1994720011110WTO102006WTO5VOIP[2]1.1.2SZDX41)27.2%30.2%70%50%0.1199816.41/561/401/602)GDPGDP1000GDP200310003)20051-9GDP9.5%GDP320042.6541%2004()149035.3%93475.7%4)3GIPTV[3]51.2[4]6[5]1.3SZDXSZDX2003SZDXBPRSZDX““““[6]SZDX7SZDX1.4SZDX822.12.1.12.1.2V.H.VROOM1964=*F=VEFMOTIVEFORCEVVALUEEEXPECTANCY9[7]2.1.32.1.4(EdwardE.Lawler)(Porter)19681231042.2GaryP.Latham&KennethN.Wexley[8]2.3112.3.110110[9]10%5%-10%[10]122.3.22-11)2)3)4)5)13166543212-12.3.336036036014153SZDX3.1SZDX3.1.1SZDXSZDX50001600100012089200573150/SZDX044062ICTSZDX24013000SZDX2030002003.1.2SZDXSZDXABCA16BCSZC3612345173.23.2.1SZDXSZDXKPIAB1B2CD1.31.21.00.90.6SZDXAB115%3.2.2SZDX18SZDX11SZDX2345219123313025032043.3SZDX203.3.1SZDX3.3.2SZDX1998SZDX1998SZDXSZDX2004SZDXVOIP213.3.3SZDX3.3.450SZDX3.3.5SZDXB2221.023AB1234SZDXSZDX4.1BSC————[11]1)SZDXSZDXSZDX2)243)SZDXSZDX06SZDXBSC4)4.2254.2.1SZDXSZDX7036HMG4SZDXSZDXSZDX2620/8041)2)3)(1)(2)(3)(4)27(5)(6)(7)4)(1)(2)(3)(4)(5)SZDXNY054-128042.08052.240.16+7.6%+23.3%+8.7%+2.4%-18.2%+8.4%-10.3%-5.2%4-1NY054.2.2294-24-24.2.3SZDX30SZDX05063GSZDX051127OACRMIT06SZDX1)2)360314.34.3.11SZDX2SZDX3290SZDX060590510.56030%;334.3.2SZDX4.3.3SZCBD34PP=A*B*CA/35B11.2C()4.4KPIMBOBSC360SZDX1TheBalanceScore-CardBSCBSC2KeyPerformanceIndicatorKPIKPI36KPIKPIKPI4.51)2)3755.11)2)3)4)5)5.2SZDX3811239SZDXSZDXSZDXSZDXSZDX40.41[1]...2005.5[2]...2005.4[3]...2005.1[4]...2005.1[5]...2004.22-25[6]...2003.15-17[7]...2001.19-21[8]·T··M·...2002.16-18[9]...2002.27-35[10]·.——..2000.45[11]..2002.123-135[12]...2001.54-64[13]...2005.91-112[14]·.·..2002.55-57[15]...2003.44-59[16]...2001.45-51[17]...2004.1.[18]B...200342[19]...2000.3[20]...2004.2[21]...2002[22]..2002[23]...2002[24]...2000[25]...2004.4[26]JohnG.Belcher.ResultOrientedVariablePaySystem.AMA-COM.1996[27]RM...1999[28],,...2002[29].KPI..2003.1[30]...2001[31]Scott.CompetingthroughKnowledge:TheHumanCapitalArchitecture.CornellUniversity.2001.55-64[32]EdwardE.Lawler.ResearchDirections.HumanResourceManagementReview.2000.307-311[33],...2001.66-71[34]GaryDesslerHumanResourceManagement,PrenticeHall.2000.289-304[35]BrianMcWilliams.TheMeasure.TheConferenceBoardMagazine.1996.16-20[36]ConversersationwithThomasRuddy.ManagerofResearch.XeroxCorporation.431997[37]Hammer.EmpioyeeOwnership:ImplicationsfortheOrganizationalDistributionofPower.AcademyofManagementJournal.1980.78-100[38]DarleneO’Neill.BlendtheBestofProfitSharingandGainshaning.HRMagazing.1994.66-69[39]FredericCook.CompensationSurveysAreBiased.CompensationandBenefitsReview.1994.19-22[40]Hill.GetOfftheBroadbandWagonJournalofCompensationandBenefits.1993.25-29SZDX公司基层营销团队绩效考核研究与设计作者：徐钊学位授予单位：华中科技大学相似文献(2条)1.期刊论文章凯.汪金爱.ZHANGKai.WANGJinaiT电信公司营销虚拟团队的形成与管理-中国高等学校学术文摘·工商管理研究2008,2(4)T电信公司作为中国电信的市级分公司,近些年出现了营销虚拟团队并取得了良好的业绩.考察这些现象有助于认识电信营销虚拟团队出现的原因,深入理解当前中国国有企业的一些重要组织变革及其可借鉴的管理经验.通过研究将T公司电信营销虚拟团队的高绩效特征聚焦于虚拟性与沟通、人员选择、信任、激励四个主要的团队过程,分析了T公司虚拟营销团队在实际运作中导致高绩效的关键因素,最后讨论了研究结果的管理蕴涵与未来研究方向.2.学位论文罗