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业务员是企业中一支特殊而重要的员工队伍,他们对企业开拓市场、制订正确的营销战略和发展战略具有举足轻重的作用。如何对他们实施有效的管理,尤其是有效的分配管理,是企业营销管理工作成败、乃至整个企业生存和发展的一个关键环节。就目前来看,多数企业对业务员的分配管理采取“一刀切”的做法,即:业务员收入等于基本工资加业务提成。基本工资与业务提成比例大致相同。这种方法虽然有其简便易操作的特点,但由于没有拉开不同业务能力、水平、贡献间的分配档次,加上分配管理考虑的因素较单一,其激励强度和约束力都不够。为此,我们设计了一个具有较强实用性的
The clerk is a special and important team of employees in the company. They have a significant role in developing the market, formulating the right marketing strategy and development strategy. How to implement effective management on them, especially effective distribution management, is a key link in the success or failure of corporate marketing management, and even the survival and development of the entire company. At present, most companies adopt the “one size fits all” approach to the distribution management of salespersons, that is, the salesman’s income is equal to the basic salary plus business commission. The basic salary and business commissions are roughly the same. Although this method has the characteristics of being easy to operate, it does not have enough incentive strength and binding force because it does not pull the allocation grade between different business capabilities, levels, and contributions, and the distribution management considerations are relatively simple. To this end, we have designed a highly practical