被考核人姓名 职位 销售总监 部门 考核人姓名 职位 总经理 部门
指标权考核得考核指标 绩效目标值 维度 重 分
销售收入 考核期内销售收入达到____万元
销售费用 考核期内销售费用控制在预算之内 效益
营销效果 售价-质保金-定价-业务费用
货款回收率 考核期内货款回收率达到____%
年度企业发展战略目标完考核期内年度企业发展战略目标完成 成率 率达到____%
内部销售计划完成率 考核期内销售计划完成率达到____% 运营 合同履约率 考核期内合同履约率达到____%
销售增长率 考核期内达到____%
市场占有率 考核期内市场占有率达到____% 客 客户保有率 考核期内客户保有率达到____% 户
客户投诉解决率 考核期内投诉解决率达到____%
培训计划完成率 考核期内培训计划完成率达到100% 学习
各岗位职责明确,工作权力分配得当 发展 团队建设 持续推进下属高效高质量完成工作
本次考核总得分
销售增长率
当期销售额或销售量,,销售增长率, ,1,100%考核 ,,上期(或去年同期)销售额或销售量,,指标
说明
下面为附送毕业论文致谢词范文~不需要的可以编辑删除~谢谢~
毕业论文致谢词
我的毕业论文是在韦xx老师的精心指导和大力支持下完成的,他渊博的知识开阔的视野给了我深深的启迪,论文凝聚着他的血汗,他以严谨的治学态度和敬业精神深深的感染了我对我的工作学习产生了深渊的影响,在此我向他表示衷心的谢意
这三年来感谢广西工业职业技术学院汽车工程系的老师对我专业思维及专业技能的培养,他们在学业上的心细指导为我工作和继续学习打下了良好的基础,在这里我要像诸位老师深深的鞠上一躬!特别是我的班主任吴廷川老师,虽然他不是我的专业老师,但是在这三年来,在思想以及生活上给予我鼓舞与关怀让我走出了很多失落的时候,
“明师之恩,诚为过于天地,重于父母”,对吴老师的感激之情我无法用语言来表达,在此向吴老师致以最崇高的敬意和最真诚的谢意!
感谢这三年来我的朋友以及汽修0932班的四十多位同学对我的学习,生活和工作的支持和关心。三年来我们真心相待,和睦共处,不是兄弟胜是兄弟!正是一路上有你们我的求学生涯才不会感到孤独,马上就要各奔前程了,希望(,请保留此标记。)你们有好的前途,失败不要灰心,你的背后还有汽修0932班这个大家庭!
最后我要感谢我的父母,你们生我养我,纵有三世也无法回报你们,要离开你们出去工作了,我在心里默默的祝福你们平安健康,我不会让你们失望的,会好好工作回报社会的。
致谢词2
在本次论文设计过程中,感谢我的学校,给了我学习的机会,在学习中,老师从选题指导、论文框架到细节修改,都给予了细致的指导,提出了很多宝贵的意见与建议,老师以其严谨求实的治学态度、高度的敬业精神、兢兢业业、孜孜以求的工作作风和大胆创新的进取精神对我产生重要影响。他渊博的知识、开阔的视野和敏锐的思维给了我深深的启迪。这篇论文是在老师的精心指导和大力支持下才完成的
感谢所有授我以业的老师,没有这些年知识的积淀,我没有这么大的动力和信心完成这篇论文。感恩之余,诚恳地请各位老师对我的论文多加批评指正,使我及时完善论文的不足之处。
谨以此致谢最后,我要向百忙之中抽时间对本文进行审阅的各位老师表示衷心的感谢。
开学自我介绍范文:首先,我想说“荣幸”,因为茫茫人海由不相识到相识实在是人生一大幸事,更希望能在三年的学习生活中能够与大家成为好同学,好朋友。其次我要说“幸运”,因为在短暂的私下接触我感觉我们班的同学都很优秀,值得我学习的地方很多,我相信我们班一定将是团结、向上、努力请保留此标记。)的班集体。最后我要说“加油”衷心地祝愿我们班的同学也包括我在内通过三年的努力学习最后都能够考入我们自己理想中的大学,为老师争光、为家长争光,更是为了我们自己未来美好生活和个人价值,加油。哦,对了,我的名字叫“***”,希望大家能记住我,因为被别人记住是一件幸福的事~~
)查看更多与本文《高中生开学自我介绍》相关的文章。
销售副总经理考核指标
销售副总经理考核指标
来源:临沂招聘网 http://www.linyi51.com
指标项 营销战略方案的 质量
考核目的 保证营销战略和总体 战略一致 保证公司的销售目标 能够按计划完成 保证营销策划方案的 市场投放效果与开发 公司的销售经营目标 的连贯性和一致性 保证提升公司品牌形 象,增强公司竞争力 整体上加强销售费用 规模和效果控制,提 高利润率 保证销售费用的高效 使用 保证建立健全规范化 的销售管理体系,同 时使销售管理体系发 挥最大的效能 保证对客户的服务质 量,提高公司的核心 竞争力
考核内容 对市场需求结构分析的客观 性、合理性;市场容量预测与 实际销售情况的绝对偏差量; 营销策略的可行性 销售收入完成百分比、 销售计 划执行情况 编制营销策划方案的合理性、 可行性; 营销策划方案实施的 效果; 营销策划方案创造的经 济价值分析 品牌宣传的力度、 品牌被市场 的认可程度 销售费用是否合理有效, 销售 费用预算执行偏差率 投入的销售费用和销售收入 的比值与目标值的偏差程度 销售管理制度建设的标准化 程度; 销售管理体系运营的规 范化程度; 销售管理体系运行 的经济价值分析 年客户投诉总量, 客户投诉是 否及时、有效得到解决,是否 积极服务客户
考核人
年度销售目标完 成情况 营销策划方案的 质量 任 务 绩 效 50%
企业品牌知名度 销售费用预算执 行偏差率 销售费用收入比 率 销售管理体系的 规范化程度
总 经 理
客户满意度
备注
销售费用预算执行偏差率=1 — |销售费用年度预算-实际年度销售费用| / 销售 费用年度预算
销售副总经理考核指标
销售副总经理考核指标
来源:临沂招聘网 http://www.linyi51.com
指标项 考核目的 考核内容 考核人
对市场需求结构分析的客观营销战略方案的保证营销战略和总体性、合理性;市场容量预测与质量 战略一致 实际销售情况的绝对偏差量; 营销策略的可行性 年度销售目标完保证公司的销售目标销售收入完成百分比、销售计成情况 能够按计划完成 划执行情况
保证营销策划方案的编制营销策划方案的合理性、营销策划方案的市场投放效果与开发可行性;营销策划方案实施的质量 公司的销售经营目标效果;营销策划方案创造的经
的连贯性和一致性 济价值分析 任
保证提升公司品牌形品牌宣传的力度、品牌被市场务 企业品牌知名度 总 象,增强公司竞争力 的认可程度 绩 经 效 整体上加强销售费用理 销售费用预算执销售费用是否合理有效,销售50% 规模和效果控制,提行偏差率 费用预算执行偏差率 高利润率
销售费用收入比保证销售费用的高效投入的销售费用和销售收入率 使用 的比值与目标值的偏差程度
保证建立健全规范化销售管理制度建设的标准化销售管理体系的的销售管理体系,同程度;销售管理体系运营的规规范化程度 时使销售管理体系发范化程度;销售管理体系运行
挥最大的效能 的经济价值分析
保证对客户的服务质年客户投诉总量,客户投诉是客户满意度 量,提高公司的核心否及时、有效得到解决,是否
竞争力 积极服务客户 销售费用预算执行偏差率=1 — |销售费用年度预算-实际年度销售费用| / 销售备注 费用年度预算
销售副总经理考核指标
@
对市场需求结构分析的客观营销战略方案的保证营销战略和总体性、合理性;市场容量预测与质量 战略一致 实际销售情况的绝对偏差量; 营销策略的可行性
年度销售目标完保证公司的销售目标销售收入完成百分比、销售计
成情况 能够按计划完成 划执行情况
保证营销策划方案的编制营销策划方案的合理性、
营销策划方案的市场投放效果与开发可行性;营销策划方案实施的
质量 公司的销售经营目标效果;营销策划方案创造的经
的连贯性和一致性 济价值分析
保证提升公司品牌形品牌宣传的力度、品牌被市场 企业品牌知名度 象,增强公司竞争力 的认可程度
整体上加强销售费用 销售费用预算执销售费用是否合理有效,销售50% 规模和效果控制,提行偏差率 费用预算执行偏差率 高利润率
销售费用收入比保证销售费用的高效投入的销售费用和销售收入
率 使用 的比值与目标值的偏差程度
保证建立健全规范化销售管理制度建设的标准化
销售管理体系的的销售管理体系,同程度;销售管理体系运营的规
规范化程度 时使销售管理体系发范化程度;销售管理体系运行
挥最大的效能 的经济价值分析
保证对客户的服务质年客户投诉总量,客户投诉是
客户满意度 量,提高公司的核心否及时、有效得到解决,是否
竞争力 积极服务客户
销售费用预算执行偏差率=1 — |销售费用年度预算-实际年度销售费用| / 销售 费用年度预算
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销售人员的考核指标
Key Sales Incentive
Plan Practices
r e s e a r c h
A WorldatWork Survey Brief October, 2006
About WorldatWork
WorldatWork (www.worldatwork.org) s the assocat on for human resourcesprofessionals focused on attracting, motivating
and retaining employees. Founded in 1955, WorldatWorkprov des practt oners wi th knowledge leadershp toi i i i effect vely mplement total rewards—compensation,
i
benef ts, work-lfe, performance and recognition,i i development and career opportunities—byconnecting i i
employee engagement to busness performance.WorldatWork supports ts 30,000 members
and
customers n 30 countres wi i i th thought leadershp, education, publications, research and certification.
The WorldatWork group of regitered mark include:WorldatWork ?, workspan ?, Certified Compensation Profess ional or CCP?, Certified Benefits Profess ional ?or CBP, GlobalRemuneration Profess ional or GRP?, Work-Life CertifiedProfes s ional or WLCP?, WorldatWork Society of CertifiedProfessionals ?, and Alliance for Work-Life Progress?or AWLP?.
www.worldatwork.org
?2007 WorldatWork Any laws, regulations or other legal requirements noted in this publication are, to the best of the publisher’s knowledge, accurateand current as of this report’s publishing date. WorldatWork is providing this information with the understanding that WorldatWork is not engaged, directlyor by implication, in rendering legal, accounting or other related professional services. You are urged to consult with an attorney, accountant or otherqualified professional concerning your own specific situation and any questions that you may have related to that. No portion of this publication may be reproduced in any form without express written permission from WorldatWork.
Survey Brief – October 2006
large company in North America. Ninety-five percent of the Fortune 1000 companies employ a WorldatWork member.
With the onslaught of the recent SEC Executive Compensation Disclosure rules and the necessity of disclosing the highest paid employees, no
matter what level or rank, it is more important than ever to stay abreast of current trends and practices in sales compensation.
In addition, compensation professionals can distinguish themselves as primary business partners by being current on best
practices and understanding how these practices can drive business success. Armed with this knowledge
compensation professionals can effectively partner with their
organization’s sales management to influence thinking about investment decisions in sales pay.
To assess the current environment and look into future sales compensation practices, WorldatWork conducted its second sales compensation survey of its members, the first was in late
2004. Members were asked about their current sales compensation designs and practices, and about their
intentions for change (if any) in the future. The answers to these questions are summarized in the following survey brief.
This survey was sent electronically in October 2006 to 4,331 WorldatWork members. There were 440 responses received, for a response rate of 10 percent. The demographic profile of the survey’s respondents is similar to that of the WorldatWork membership as a whole. The typical WorldatWork member works at the managerial level or higher in the headquarters of a
In general, the results of the 2006 survey are consistent with the 2004 survey. Specifically, the design features of sales incentive plans
continue to reflect limited eligibility for secondary sales roles, performance measures are more typically limited to two or three and total revenue continues as the most dominant
performance measure. Management and administrative practices for sales incentive plans also reflect continuity in the level of front-line manager
support in sales plan rollouts and also in the topics included in plan rollouts. Improved alignment with business objectives and decreased complexity continue as top objectives sought by organizations making sales incentive plan changes.
New account sellers are more likely to have more aggressive pay mixes. In addition to strong differences in
secondary sales position eligibility for sales incentives, the survey reflects that when these positions are eligible, pay mix is much less aggressive and more likely to include team-based measures.
New questions added since the 2004 survey include those on individual versus team performance measures and board of director involvement. The data for primary sales positions
reflects a strong focus on individual performance measures, as expected. The data also appears to reflect board of director involvement by this key stakeholder in sales incentive plan design. Trends in these important areas will be watched in subsequent surveys.
Somewhat surprisingly, the number of respondents in 2006 reporting no intention to change sales incentive plans grew to one third of all
respondents, up from 27 percent in 2004. Companies reporting no plans for front line manager support grew to 9 percent, up from 6 percent in 2004. Given the importance of the front line leader in sales management and in change efforts in general, the survey would suggest that some organizations have an opportunity for improvement in this area. Improving support for front line managers in a new incentive plan rollout may be more important than any other single change
organizations can contemplate in order to improve the effectiveness of the sales compensation plan.
The 2006 Sales Incentive Plan Practices survey provides useful insight and should be helpful to
compensation professionals looking to expand their role and influence in working with sales management in their organizations to influence sales compensation strategy.
Who
As one might expect, most non-sales functions are not eligible for sales
incentive compensation. However, for at least 11 percent of respondents, customer service professionals are included in the plan. Perhaps this is due to the fact that customer service often involves cross selling or marketing of products with both
existing and new customers and sales incentives can provide motivation for improved performance. These findings remain similar to those of the 2004 survey.
What
Experts disagree on the appropriate mix of base pay and variable pay to create the optimum performance environment. Perhaps surprising for some, respondents indicated their programs are designed to include half of the overall total compensation in base pay and half in variable pay. This mix was followed closely by those with a 60/40 base/variable pay split and 70/30 base/variable pay split, equally.
In addition, the survey found that for nearly 65 percent, paid vacation is available, but it is based solely on the salesperson’s base pay.
How
Sales incentive compensation, no matter how well it’s designed, is nothing without appropriate and ongoing performance measures in
place. As such, according to two thirds of the survey respondents, at least three performance measures are important for sales compensation
success and total revenue is the most commonly reported performance measure across all primary selling positions and secondary selling
positions, though this is slightly lower than the more than 60 percent of respondents who indicated this in 2004. Figure 1 shows the types of
performance measures used by survey respondents in detail (rounded to the nearest percent.)
In addition, primary sales positions tend to have performance based more so on individual, rather than team-based measures, while secondary sellers are based on a combination of individual and team-based performance measures.
Figure 1: Please indicate the measures used in your sales incentive plan. (Check all that apply.)
Primary Sales Jobs
Blended New and
Existing Existing
Accounts Accounts Secondary
Sales Jobs Seller Seller
Performance Measure
d. Gross profit h. New products l. Account expansion p. Approved bidder t. Design win
New
Account Seller
Alignment with the Business Strategy
Professionals in various industries all around the globe are beginning to place more and more emphasis on aligning total rewards/HR strategies with the overall business strategy. While this may present a challenge, more than 44 percent of respondents indicated a desire to align at least the sales incentive plan with the business strategy. But surprisingly, 33 percent indicated no intent to change the plan at all in the next year. (This question allowed for more than one choice.)
Preparing for Change
It is interesting to note that when a company does decide to make a
change to its sales compensation plan, there seems to be a fairly even division among those who prepare their managers and those who don’t. Nearly 25 percent of respondents
provide communication about the new plan to sales employees, but no
orientation or training for managers. However, 27 percent and 28 percent respectively, have managers
participate in face-to-face meetings and/or participate in informal, local
meetings to facilitate their under-standing of the changes, which one can presume would enable managers to better field questions from
employees regarding the new plan. Figure 2 shows the topics addressed during management training.
Figure 2: Please indicate whether the following topics are addressed during your organization's efforts to prepare frontline managers to effectively manage with a new/revised sales incentive plan?
Not Not
Addressed addressed applicable
Possible Training Topics
strategy
new plan
business objectives
used to set sales incentive pay levels
an employee’s particular job
i. The “fundamentals” of sales incentive compensation (e.g., definition of terms, mechanics of sales incentive pay calculation, sources of performance data used in calculations)
j. The administrative provisions of the new sales
incentive plan (e.g., impact of territory changes, quota changes, leaves of absence, termination, etc.)
to say/what not to say)
were selected for use in the plan
m. How to execute performance planning with sales
employees eligible for participation in the plan (e.g., how to set performance objectives)
How to coach employees to “win” under the plan (e.g., effort and behavior required to realize a sales incentive payout)
about their payout under the plan for the performance attained
compensation and career planning (e.g., what
employees can look forward to in higher level positions)
Staying Informed
Historically, there has often been much consternation about which
groups (e.g. human resources, c-suite executives) should be in on the
decision-making process of the sales compensation plan or strategy. However, with new regulations and legislation requiring more
transparency, it seems logical that the
board of directors would want to, at least, be informed about the sales incentive process. And the survey results (40 percent) prove just that. Only 30 percent say the board has not delved into sales compensation plans and practices. However, just less than 11 percent say the board actually becomes somewhat involved in the review/approval process.
Number of Employees
Less than 100 100 - 499 500 - 999 1,000 - 2,499 2,500 - 4,999 5,000 - 9,999 10,000 - 19,999 20,000 or more Industry
10.4%9.0%9.5%11.1%12.1%16.0%9.7%22.0%
Agriculture, Forestry, Fishing & Hunting 0.5%
Wholesale Trade 1.5% Retail Trade 2.3% Transportation & Warehousing 2.6%
Finance & Insurance 15.9% Real Estate & Rental & Leasing 0.8% Professional, Scientific & Technical Services 15.9% Management of Companies & Enterprises 1.0% Administrative & Support & Waste Management & Remediation Services 0.8% Educational Services 0.5% Healthcare & Social Assistance 4.1% Arts, Entertainment & Recreation 1.0% Accommodations & Food Services 0.8% Other Services (except Public Administration) 2.8%
Special thanks to Jerry Colletti, Managing Partner, Colletti-Fiss LLC and J. Mark Davis of the Valitus Group, Inc. for their contribution to this survey. Also, thanks to Jim Stoeckmann of the WorldatWork Professional Development team for writing the workspan article about this survey and his assistance in writing the survey brief.
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