發(fā)布時間：2018-03-29 22:32

  本文選題：煙草企業(yè)　切入點(diǎn)：客戶經(jīng)理　出處：《鄭州大學(xué)》2017年碩士論文

【摘要】：在經(jīng)濟(jì)全球化日益發(fā)展的今天,越來越多的企業(yè)高度重視績效管理的作用,并積極思考如何結(jié)合企業(yè)實際選擇合適的績效管理工具。中國煙草行業(yè)實行的是“統(tǒng)一領(lǐng)導(dǎo)、垂直管理、專賣專營”的壟斷體制,如何完善優(yōu)化的績效管理方法體系從而能不斷提高績效管理水平是目前煙草行業(yè)亟待解決的問題。鑒于國有企業(yè)性質(zhì)、行業(yè)體制原因、歷史管理方法延續(xù)等原因,煙草公司權(quán)責(zé)不明確,慣于吃大鍋飯,使得煙草公司績效考核體系流于形式。因此,制定出一套適合本行業(yè)的績效管理體系不僅能夠提升經(jīng)營管理水平,也能夠滿足行業(yè)發(fā)展革新、應(yīng)對激烈國際競爭的需要。本論文針對煙草行業(yè)發(fā)展現(xiàn)狀和W煙草公司現(xiàn)行的客戶經(jīng)理考核體系,分析客戶經(jīng)理考核體系存在的問題,如績效考核缺乏制度性設(shè)計、獎懲不對稱、績效反饋滯后、考核結(jié)果應(yīng)用不全面等,究其原因主要在于績效管理方法與理念落后、績效管理溝通機(jī)制不暢、企業(yè)文化氛圍不優(yōu)、行業(yè)的體制因素束縛等。在績效考核相關(guān)理論的基礎(chǔ)上,運(yùn)用KPI、目標(biāo)考核法、360度考核法等對w煙草公司客戶經(jīng)理考核方案進(jìn)行優(yōu)化,明確優(yōu)化原則,改進(jìn)設(shè)計了W煙草公司客戶經(jīng)理考核體系的指標(biāo)體系、流程體系、結(jié)果應(yīng)用體系,并積極做好的改進(jìn)方案的實施與保障工作,確�？冃Э己苏嬲�落到實處。通過w煙草公司客戶經(jīng)理考核方案優(yōu)化,旨在提高客戶經(jīng)理的工作主動性及業(yè)務(wù)水平,創(chuàng)造比學(xué)趕超的向上氛圍,為w煙草公司持續(xù)健康發(fā)展打下堅實基礎(chǔ)。
[Abstract]:With the increasing development of economic globalization, more and more enterprises attach great importance to the role of performance management, and actively consider how to choose appropriate performance management tools combined with the actual situation of enterprises.The tobacco industry in China implements a monopoly system of "unified leadership, vertical management and monopoly". How to improve the performance management system and improve the performance management level is an urgent problem to be solved.In view of the nature of state-owned enterprises, industry system reasons, historical management methods and other reasons, tobacco companies are not clear about their rights and responsibilities, and they are used to eating big pot rice, which makes the performance appraisal system of tobacco companies become a mere form.Therefore, the establishment of a performance management system suitable for the industry can not only improve the management level, but also meet the needs of the development and innovation of the industry and the fierce international competition.According to the current situation of tobacco industry and the current customer manager assessment system of W Tobacco Company, this paper analyzes the problems of customer manager appraisal system, such as the lack of institutional design of performance appraisal, asymmetric reward and punishment, and lagging performance feedback.The main reasons are that the methods and ideas of performance management are backward, the communication mechanism of performance management is not smooth, the atmosphere of enterprise culture is not good, and the institutional factors of the industry are restricted.On the basis of the theory of performance appraisal, this paper optimizes the evaluation scheme of customer manager of w tobacco company by using KPI and 360 degree evaluation method, and clarifies the principle of optimization.The index system, process system, result application system of customer manager appraisal system of W Tobacco Company are improved and designed, and the implementation and guarantee work of the improvement scheme are actively done to ensure that the performance appraisal is put into practice.Through the optimization of the evaluation scheme of customer manager in w tobacco company, the purpose is to improve the work initiative and business level of the customer manager, to create a better atmosphere than learning to catch up, and to lay a solid foundation for the sustained and healthy development of w tobacco company.
【學(xué)位授予單位】：鄭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F274;F721

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本文編號：1683177