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论文编号：	15218
作者编号：	2320213527
上传时间：	2024/12/12 18:44:38
中文题目：	基于平衡记分卡的WZ公司销售中心绩效考核体系优化研究
英文题目：	Research on the Optimization of the Performance Appraisal System of the Sales Center of WZ Company Based on the Balanced Scorecard
指导老师：	李元 副教授
中文关键字：	平衡记分卡；战略地图；医药；绩效考核
英文关键字：	BSC ；Strategy Map ；Medicine；Performance Appraisa
中文摘要：	随着医疗改革的持续深化和医疗技术的不断攀升，医药行业正面临着前所 未有的市场变革。为应对日益激烈的市场竞争，医药公司亟需从“以产品为中 心”转向“以客户为中心”，强化客户的识别、沟通与服务，以客户满意度为 核心驱动力，重塑企业竞争力。 WZ 公司敏锐洞察医药市场趋势，率先将“以客户为中心”确立为企业发展 的战略基石，并引入先进的 CRM 系统“决策易”，以期在市场竞争中占据先机。 然而，在战略转型的关键时期，WZ 公司销售中心现行的绩效考核体系却成为了 制约战略落地的瓶颈。现行考核体系过度聚焦于财务指标，忽视了客户满意度、 市场份额等同样重要的绩效指标，同时缺乏科学性与操作性，导致考核结果失 真，难以全面、准确地反映销售中心的真实绩效水平。 鉴于此，本研究聚焦于 WZ 公司销售中心绩效考核体系的优化，致力于精准 剖析现行体系中存在的问题，并巧妙运用平衡记分卡来打造一个更加科学、全 面且操作性强的绩效考核新框架。在优化过程中，首先紧密围绕 WZ 公司的战略 目标，将公司层面的宏大战略逐步拆解为销售中心目标。随后，为销售中心量 身定制专属战略地图，该地图能够直观地呈现达成战略目标的关键驱动因素， 为指标的设定奠定了坚实的基础。紧接着，基于平衡记分卡框架从财务、客户、 内部流程、学习与成长四个维度提取销售中心的绩效指标。然后，采用层次分 析法和优序图科学合理地设定各指标权重，以保障绩效考核体系的公正性和合 理性。紧接着，结合部门职能及个人的岗位特性，精心设计部门层面以及个人 层面的绩效指标。最后，提出一系列具有可操作性的实施建议，以确保优化后 的绩效考核体系能够得以顺利落地执行。通过这一系列的优化和升级，WZ 公司 销售中心将实现绩效考核体系的根本性变革，更有效地支撑企业战略目标的实 现，增强市场竞争力，提升客户满意度和忠诚度。这一变革不仅将推动销售中 心自身的稳健发展，还将促进 WZ 公司整体业务的可持续发展，让更多患者受益 于其提供的优质药品和服务。
英文摘要：	As medical reform continues to deepen and advancements in medical technology progress, the pharmaceutical industry is encountering unprecedented market transformations. To address the intensifying market competition, pharmaceutical companies are urgently required to transition from a "product centric"strategy to a "customer centric" one, enhancing customer identification, communication, and service. With customer satisfaction at the heart of their efforts, they must redefine their corporate competitiveness. WZ Pharmaceutical Company meticulously tracks trends in the pharmaceutical industry, placing "customer centricity" at the core of its business development strategy. The company has adopted the advanced CRM system, "JCY suite" to gain a competitive edge in the marketplace.Nevertheless, as WZ Pharmaceutical Company approaches a pivotal stage of strategic transformation, the prevailing performance evaluation system for its sales department has surfaced as a substantial barrier to the implementation of the new strategy. The current performance evaluation system disproportionately prioritizes financial metrics while neglecting essential indicators such as customer satisfaction and market share. Furthermore, it lacks both scientific rigor and operational practicality, resulting in biased evaluation outcomes. As a result, accurately capturing the true performance level of the sales department becomes increasingly challenging. In light of this, this research centers on the optimization of the performance assessment system of the sales center of WZ Company, endeavoring to precisely analyze the existing issues within the current system and ingeniously employ the Balanced Scorecard to construct a more scientific, comprehensive, and operationally feasible new framework for performance assessment. During the optimization process, it begins by closely aligning with the strategic goals of WZ Company, gradually decomposing the grand strategy at the company level into those of the sales center. Subsequently, a tailor-made strategic map is crafted for the sales center, which can visually present the key driving factors for achieving the strategic goals, laying a solid foundation for the setting of indicators. Next, performance indicators of the sales center are extracted from the four dimensions of finance, customers, internal processes, and learning and growth based on the framework of the Balanced Scorecard. Then, the Analytic Hierarchy Process and the Precedence Diagram are adopted to set the weights of each indicator scientifically and reasonably, in order to guarantee the fairness and rationality of the performance assessment system. Subsequently, in combination with the departmental functions and the individual job characteristics, the performance indicators at the departmental and individual levels are meticulously designed. Finally, a series of operationally feasible implementation suggestions are proposed to ensure the smooth implementation of the optimized performance assessment system. Through this series of optimizations and upgrades, the sales center of WZ Company will realize a fundamental transformation of its performance assessment system, more effectively support the realization of the enterprise's strategic goals, enhance market competitiveness, and improve customer satisfaction and loyalty. This transformation will not only drive the steady development of the sales center itself but also promote the sustainable development of the overall business of WZ Company, enabling more patients to benefit from the high-quality drugs and services it provides.
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