【正文】 上海海事大學(xué)碩士畢業(yè)論文 BG集團(tuán) 營(yíng)銷人員績(jī)效管理體系探析 I 摘 要 隨著國(guó)內(nèi)外經(jīng)濟(jì)形勢(shì)的不斷變化和企業(yè)規(guī)模的不斷擴(kuò)大， BG 集團(tuán)受原有對(duì)營(yíng)銷人員績(jī)效管理體系的限制， 出現(xiàn)了銷售量逐年上升而銷售利潤(rùn)率卻與其背道而馳的局面。 由于對(duì)各崗位職責(zé)分析模糊、目標(biāo)市場(chǎng)定位不明確所產(chǎn)生的對(duì)營(yíng)銷人員績(jī)效管理對(duì)營(yíng)銷人員不具有激勵(lì)性，使得他們對(duì)市場(chǎng)的開拓精神大減，所以需要對(duì)舊的績(jī)效管理體系進(jìn)行優(yōu)化，以達(dá)到不斷適應(yīng)現(xiàn)代市場(chǎng)經(jīng)濟(jì)發(fā)展的需求。 本文通過對(duì) BG 集團(tuán)經(jīng)營(yíng)情況的概述、對(duì)現(xiàn)有的營(yíng)銷人員績(jī)效管理體系狀況進(jìn)行描述以及企業(yè)現(xiàn)有人力資源現(xiàn)狀進(jìn)行分析，在對(duì)傳統(tǒng)績(jī)效管理體系、現(xiàn)代績(jī)效管理方法的研究 和分析的基礎(chǔ)上，結(jié)合危險(xiǎn)化學(xué)品生產(chǎn)企業(yè)的特點(diǎn)和要求，運(yùn)用德爾菲法建立數(shù)學(xué)模型對(duì)現(xiàn)有的績(jī)效管理體系進(jìn)行評(píng)價(jià)，從而找出存在的問題。然后 再 根據(jù)分析的結(jié)果對(duì) BG 集團(tuán)的戰(zhàn)略目標(biāo)分解、對(duì)現(xiàn)有的崗位職責(zé)進(jìn)行劃分、對(duì)目前的目標(biāo)市場(chǎng)進(jìn)行定位、對(duì)具體的績(jī)效考核體系的內(nèi)容進(jìn)行適當(dāng)?shù)母倪M(jìn)和完善。這樣從優(yōu)化企業(yè)結(jié)構(gòu)、提高企業(yè)運(yùn)作效率、增加市場(chǎng)份額和提高產(chǎn)品銷量上達(dá)到了令人滿意的效果。 本文共分七個(gè)章 節(jié)。第一章節(jié)提出研究問題的背景和方法以及國(guó)內(nèi)外研究的現(xiàn)狀。 第二章 是 相關(guān)理論綜述，包括績(jī)效管理的概念、意義和流程， 影響營(yíng)銷人員績(jī)效考核的因 素和績(jī)效管理的關(guān)鍵要素及普遍存在的問題。 第三章重點(diǎn)對(duì) BG 集團(tuán)現(xiàn)有的人力資源現(xiàn)狀、績(jī)效管理情況進(jìn)行分析。 第四章是 通過德爾菲法設(shè)定評(píng)價(jià)指標(biāo)，建立數(shù)學(xué)模型對(duì)現(xiàn)存的績(jī)效管理體系進(jìn)行總體評(píng)價(jià)。 第五章根據(jù)數(shù)學(xué)模型得分低的指標(biāo)進(jìn)行分析，找出 BG 集團(tuán)績(jī)效管理問題的原因。第六章根據(jù)對(duì) BG 集團(tuán)現(xiàn)有的績(jī)效管理體系分析的情況進(jìn)行針對(duì)性地改進(jìn)。第七章對(duì) BG 集團(tuán)營(yíng)銷人員績(jī)效管理體系進(jìn)行總結(jié)，提出績(jī)效管理體系運(yùn)行的建議以及保障績(jī)效管理體系良好運(yùn)作的保障。 關(guān)鍵字 ： 績(jī)效管理 ， 德爾菲法 ， 營(yíng)銷 上海海事大學(xué)碩士畢業(yè)論文 BG集團(tuán) 營(yíng)銷人員績(jī)效管理體系探析 II ABSTRACT With the changing domestic and international economic situation and the continued expansion of enterprise scale, BG Group, subject to the existing performance management system of marketing personnel constraints, there has been increased year by year while the sales profit rate of sales has its opposite situation. Because of the ambiguous job responsibilities, target market positioning uncertainty arising from the performance management of marketing staff do not have the incentive marketing staff so that they greatly reduced the market39。s pioneering spirit, so the need for the old performance management system optimized constantly adapt to meet the needs of a modern market economy. Based on the operation of BG Group, an overview of the existing marketing staff performance management system to describe the situation, and corporate status of existing human resources, performance management systems in traditional and modern methods of performance management research and analysis on the basis of , bined with dangerous chemicals production characteristics and requirements of enterprises, using the Delphi method to establish mathematical model of the existing evaluation of the performance management system to identify problems. Then the analysis of the results of BG Group39。s strategic objectives of the deposition, the existing job responsibilities to be divided, on the current target market positioning, on the specific content of performance appraisal system appropriate improvement and perfection. This optimization of enterprise structure, and improving operational efficiency, increase market share and increase product sales reached a satisfactory result. There are seven chapters in the one describes the background, methods, and methods of the present situation at home and abroad。 Chapter two review of relevant theories, including the performance management concept, meaning and process impact of the factors that marketing staff performance appraisal and performance management of key elements and mon problem. Chapter three focuses on the BG Group, the current status of human resources, performance management analysis。chapter four uses the evaluation index, a mathematical model of the existing performance management system, an overall evaluation. Chapter five is mathematical model based analysis of the indicators of low scores to identify BG Group39。s performance management problem. Chapter six is the BG Group, based on existing performance management system of targeted improvement of the situation. Chapter seven is the 上海海事大學(xué)碩士畢業(yè)論文 BG集團(tuán) 營(yíng)銷人員績(jī)效管理體系探析 III BG Group39。s marketing staff to sum up the performance management system is proposed to run the proposed performance management system and the protection of wellfunctioning performance management system protection. Yuan Li ping (Major in Enterprise Management) Directed by Zhuang Jia Fang KEY WORDS: Performance management ， Delphi method， Marketing 上海海事大學(xué)碩士畢業(yè)論文 BG集團(tuán) 營(yíng)銷人員績(jī)效管理體系探析 IV 目 錄 摘 要 ................................................................. I ABSTRACT .............................................................. II 第 1章 引 言 ......................................................... 1 .................................................. 1 ............................................... 1 ............................................... 2 .................................................. 2 ................................................ 3 第 2章 相關(guān)理論綜述 ................................................... 4 ........................................................ 4 ......................................... 4 ......................................... 4 ......................................... 4 .......................................... 5 ............................................ 6 .............................. 7 ..................................... 7 ............................... 7 .................................................... 8 第 3章 BG集團(tuán)營(yíng)銷人員績(jī)效管理體系現(xiàn)狀 ................................ 10 ..................................................... 10 .............................................. 10 .......................................... 10 ........................................... 11 ................................................... 13 第 4章 構(gòu)建對(duì)營(yíng)銷人員績(jī)效管理體系的評(píng)價(jià)模型 .......................... 15 ....................... 15 對(duì) BG集團(tuán)營(yíng)銷人員績(jī)效管理體系評(píng)價(jià)的指標(biāo)體系 .................... 15 ............................................ 16 ...................................