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论文编号：	14533
作者编号：	2120223750
上传时间：	2024/6/1 12:00:46
中文题目：	Q快消品公司核心销售员工离职问题及对策研究
英文题目：	Research on the Problems and Countermeasures of Core Sales Employees Turnover in Q FMCG Company
指导老师：	袁庆宏
中文关键字：	快消品企业；核心销售员工；离职原因；对策研究
英文关键字：	Fast Moving Consumer Goods(FMCG) companies; Core sales employee; Reason for turnover; Countermeasure Research
中文摘要：	随着科技的发展和市场环境的变化，近些年我国食品快消品行业也在不断发生变革，企业的数字化转型、产品创新、消费者消费需求的多元化发展都是变革的重点和方向。对于食品快消品龙头企业Q来说，一方面随着新零售模式的发展，快消品行业的竞争日益激烈，培养和储备创新型人才至关重要；另一方面，自2001年成立以来，Q公司也由一家民营企业逐步发展为上市公司，成为坚果炒货类休闲食品快消品行业的领军企业之一，其品牌价值和市场影响力持续提升，对核心人才的需求也不断增加。而经过近些年的统计发现，Q公司核心销售员工的离职率一直居高不下，且显著高于行业内平均水平，这成为Q公司企业管理面临的重要挑战之一。核心销售员工离职造成严重的客户资源流失，给企业的业绩带来负面影响，导致企业人力资本和社会资本的严重流失，进而影响到企业的市场份额和竞争力。因此，深入了解和解决这一问题对Q公司的可持续发展来说至关重要。尽管核心员工离职问题被广泛讨论，但目前尚缺乏对这一问题的深入分析以及有效解决方案的研究，而针对快消品行业的研究更是少之又少。因此针对快消品公司核心销售员工的离职问题，需要更为系统和深入的研究来探讨其根本原因和可行的优化策略。 本文意在通过对Q食品快消品公司核心销售员工离职现状的剖析，发现其中存在的问题并探索相应的对策。在研究过程中，本文按照发现问题、分析问题、解决问题的思路展开，以国内外研究成果为理论基础，综合运用文献研究、问卷调查和访谈等方法，通过对Q公司核心销售员工离职访谈以及在职销售员工满意度调查问卷结果分析，详细了解Q公司核心销售员工的离职原因、在职期间对公司的期望与不满意之处等。进而分析Q公司核心销售员工离职率高的原因，并针对以上问题在Q公司销售员工的薪酬福利制度、培训体系、职业生涯规划以及员工关系方面提出相应的对策，以期改善Q公司核心销售员工离职严重的现状，完善现有的人才管理制度，兼具理论意义与实践价值。
英文摘要：	With the development of science and technology and the change of market environment, China's FMCG industry has been constantly changing in recent years. The digital transformation of enterprises, the serious phenomenon of product homogenization, and the diversified development of consumer demand are the focus and direction of the change.For the leading food FMCG enterprise Q, on the one hand, with the development of the new retail model, the competition in the FMCG industry is increasingly fierce, and it is crucial to cultivate and reserve talents. On the other hand, since its establishment in 2001, Q company has gradually developed from a private enterprise to a listed company, and has become one of the leading enterprises in the snack FMCG industry of nuts and roasted goods. Its brand value and market influence continue to improve, and the demand for core talents is also increasing. However, according to the statistics in recent years, it has been found that the turnover rate of Q's core sales employees has been high, and significantly higher than the average level in the industry, which has become one of the important challenges faced by Q's enterprise management. The high turnover rate of Q's core sales employees has caused serious loss of customer resources, which has brought negative impacts on the performance of the enterprise, resulting in serious loss of human capital and social capital of the enterprise, and then affects the market share and competitiveness of the enterprise. Therefore, it is crucial to deeply understand and solve this problem for the sustainable development of Q company. Although the problem of core employee turnover has been widely discussed, there is still a lack of in-depth analysis of this problem and effective solutions, and the research on the FMCG industry is even less. Therefore, for the turnover of core sales employees in FMCG companies, more systematic and in-depth research is needed to explore its root causes and feasible optimization strategies. This thesis aims to find the existing problems and explore corresponding countermeasures by analyzing the current situation of the turnover of core sales employees in Q Food FMCG Company. In the research process, this thesis follows the idea of finding problems, analyzing problems and solving problems. Based on the theoretical basis of domestic and foreign research results, this thesis comprehensively uses literature research, questionnaire survey and interview method. Through the turnover interview of Q Company's core sales employees and the analysis of the satisfaction questionnaire results of on-the-job sales employees, this thesis analyzes the reasons for the high turnover rate of core sales employees in Q Company, and puts forward corresponding countermeasures in terms of the salary and welfare system, training and development system, career planning and employee relations of sales employees in Q Company, in order to improve the current situation of serious turnover of core sales employees in Q Company, and improve the existing talent management system, which has both theoretical significance and practical value.
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