摘要
油耗最低的suv>现在93号汽油多少钱随着我国经济的快速发展和人们生活水平的不断提高，汽车行业也迎来了巨大的发展机遇。在这种背景下，汽车销售企业如雨后春笋般涌现。但与此同时，汽车行业的竞争也逐步加剧。销售人员作为4S店的主导力量，对于企业的发展至关重要，因此如何利用绩效考核以提高4S店销售人员的绩效水平，成为了众多企业管理者和学者的研究热点问题。
本文首先通过文献分析法、比较分析法在对沈阳上海大众汽车4S店销售员工的绩效考核现状进行分析，指出了当前公司绩效考核体系存在的问题，运用平衡计分卡对公司销售人员的绩效考核指标从财务纬度、可和纬度、内部流程和学习与成才纬度四个方面设置指标，通过德尔菲的方法对指标权重进行确定，进而进行了上海大众汽车4S店销售员工的绩效考核体系的优化和改进，详细阐述了体系优化的原则、目标、意义、过程及实施保障等，优化后的绩效考核体系对于公司管理、员工招聘和培训、薪酬调整、职位升迁乃至员工职业生涯发展都带来了良好的效果。
本研究旨在进一步提升销售员工的工作积极性、满意度，为集团组织战略的实施提供有力的支撑，同时也为汽车行业绩效考核提供有益的借鉴。
关键词：绩效考核；4S店销售；销售人员绩效；绩效管理；KPI考核
The Research on the System of performance appraisal for sales staff in 4s store of Shenyang Volkswagen
Major: business administration
Master: Tie Qiwei
Tutor: Prof. Zhou Yong
Abstract
With the rapid development of China's economy and the improvement of people's income level, the automobile industry has ushered in a good development opportunity. In this background, the automobile sales enterprises are springing up. But at the same time, the automobile industry also faces very fierce competition. As the direct creator of the profits of the automobile enterprises, the sales staff are very important for the development of the enterprise. So how to improve the performance level of sales staff in the automobile industry, has become the research hotspot for many enterprise managers and scholars.
This paper makes a survey and analysis of the performance of the 4S store sales staff in Shanghai V
olkswagen, and points out the existing problems in the company's performance appraisal system. After that, the performance evaluation system of Shanghai V olkswagen 4S shop is optimized and improved. In this paper, the balanced score card and the SMART principle are used as the major methods for optimization of performance evaluation system. This optimized performance appraisal system has brought a good effect on the company management, such as employee recruitment training, salary adjustment, promotion and career development.
This study aims to further enhance enthusiasm, job satisfaction of the sales staff's and provides the reference of strategy decision for the whole corporation. It also provides the reference for the performance evaluation of the automotive industry.
Keywords：performance appraisal; 4S store sales; sales staff performance; performance management; KPI evaluation
目录
1绪论 (1)
1.1研究背景 (1)
1.2研究意义 (1)
1.3国内外研究现状 (2)
1.3.1国外研究进展 (2)
1.3.2国内研究综述 (4)
1.4研究内容 (6)
1.5研究方法与技术路线段前行距不对 (6)
1.5.1 研究方法 (6)
1.5.2 技术路线 (7)
2相关理论基础 (9)
2.1绩效考核 (9)
2.1.1. 绩效考核的内涵 (9)
2.1.2绩效考核的起源和发展 (9)
2.1.3绩效考核的任务 (10)
2.2绩效考核常用方法 (10)
2.3 绩效考核的流程 (12)
3沈阳上海大众汽车4S店销售人员绩效考核现状分析 (14)
3.1企业简介 (14)
3.1.1企业概况 (14)
3.1.2 企业结构 (14)
3.2沈阳上汽大众汽车4S店销售人员绩效考核现状 (18)
3.2.1绩效考核制度的目的和原则 (18)
3.2.2公司绩效考核制度现状 (18)
3.2.3员工对公司绩效考核制度的反馈 (20)
3.3沈阳上汽大众汽车4S店销售人员绩效考核体系存在的问题分析 (27)
3.3.1考核方式比较单一且考核周期设置不合理 (28)
3.3.2绩效考核内容不够全面且考核指标设置缺乏科学性 (28)
3.3.3绩效考核评分过程中受人情和主观因素影响较大 (28)
3.3.4绩效考核结果缺乏反馈且应用偏向短期行为 (28)
4 沈阳上汽大众汽车4S店销售人员绩效考核体系构建 (30)
4.1构建公司销售人员绩效考核体系的指导思想及原则 (30)
4.2公司销售人员绩效考核指标的确定 (30)蓝鸟校车
4.2.1平衡计分卡的核心内容 (31)
4.2.2实施方案 (32)安德拉论坛
4.2.3关键绩效考核指标的确定 (34)
4.3各级考核指标间权重的分配与确定 (37)
4.4公司销售人员绩效考核标准的确定 (39)
4.5公司销售人员绩效考核流程构建 (41)
盗铃者论坛5沈阳上汽大众汽车4S店销售人员绩效考核体系实施保障 (44)
上海大众4s店地址5.1公司绩效考核实施准备 (44)
5.2 公司绩效考核实施培训 (44)
5.3 绩效考核结果的评价 (46)
5.4 绩效考核结果的应用 (46)
6结论 (47)
6.1研究结论 (47)
6.2 研究的不足及未来研究的方向 (48)
致谢 (49)
参考文献 (50)
附录1 (53)
附录2 (55)
附录3 .............................................. 错误!未定义书签。
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