t公司銷售人員薪酬體系優(yōu)化分析

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1、華中科技大學(xué)碩士學(xué)位論文圖目錄圖1-1T公司2010—2012年銷售人員離職率·······························2圖1-2T公司銷售人員離職原因分析·········································2圖1-3T公司銷售人員2012年敬業(yè)度調(diào)查結(jié)果····························3圖1-4技術(shù)路線圖································································11圖2-1銷售人員學(xué)歷情況····························

2、···························14圖2-2銷售人員年齡情況·······················································15圖2-3銷售人員來源分布·······················································15圖3-1勞動力需求與供給平衡·················································22圖3-2市場薪酬水平示例·····················································

3、··23圖3-3市場薪酬結(jié)構(gòu)示例·······················································23圖3-4薪酬結(jié)構(gòu)模型·····························································24圖4-1儀器儀表行業(yè)2012銷售人員薪酬數(shù)據(jù)·····························27圖4-2T公司銷售人員薪酬策略線···········································28圖4-3T公司銷售人員薪酬等級結(jié)構(gòu)····················

4、····················28圖4-4超額獎······································································31圖4-5上半年離職率同期對比·················································35圖4-6T公司銷售人員2013敬業(yè)度調(diào)查結(jié)果······························36V萬方數(shù)據(jù)華中科技大學(xué)碩士學(xué)位論文表目錄表2-1T公司銷售類標準職位···········································

5、······14表2-2T公司銷售人員薪酬科目··············································16表2-3T公司銷售人員薪酬固浮比···········································17表2-4T公司銷售人員考核中個人業(yè)績與團隊業(yè)績的關(guān)系·············17表4-1各職位的薪酬變動比率·················································29表4-2地區(qū)差系數(shù)··················································

6、··············29表4-3各職位的薪酬固浮比····················································30表4-4固定月薪不變下的各職位目標年薪增幅····························32表4-5修正的固定月薪不變下的各職位目標年薪增幅···················34VI萬方數(shù)據(jù)華中科技大學(xué)碩士學(xué)位論文1緒論1.1研究背景與意義2008年世界金融危機后，發(fā)達地區(qū)市場業(yè)務(wù)增長乏力，而新興市場有許多未滿[1]足的需要，發(fā)展?jié)摿薮蟆９I(yè)電器行業(yè)外資公司，如ABB、羅格朗、西門子、施耐德等，紛紛加大了在新

7、興市場尤其是中國市場的投入，她們擴大業(yè)務(wù)規(guī)模的很重要一環(huán)，就是加強銷售隊伍的建設(shè)，而擴大銷售隊伍規(guī)模，提升銷售隊伍素質(zhì)，則是重中之重。銷售人員是驅(qū)動公司業(yè)績的關(guān)鍵因素之一，然而各企業(yè)不得不面對以下現(xiàn)實：其一，工業(yè)電器行業(yè)規(guī)模相對較小，銷售人才數(shù)量有限；其二，由于產(chǎn)品專業(yè)性很強，客戶非常專業(yè)，成熟銷售人員的成長（供應(yīng)）周期較長（一般在18個月以上），一旦數(shù)量不足，很難在短期內(nèi)實現(xiàn)本行業(yè)內(nèi)生性有效供應(yīng)。因此，企業(yè)要么從其他工業(yè)品行業(yè)吸引