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论文编号：	9067
作者编号：	2220150443
上传时间：	2017/6/5 10:49:20
中文题目：	基于平衡计分卡的A公司销售部门绩效评价体系研究
英文题目：	Research on the Performance Evaluation System of A company Sales Department Basing on Balanced Scorecard
指导老师：	郝臣
中文关键字：	绩效评价体系;平衡计分卡;食品行业;销售部门;战略目标
英文关键字：	performance evaluation system;Balanced Scorecard;food industry;sales department;strategic objectives
中文摘要：	随着世界经济一体化的形成，我国食品企业面临的不仅有来自国内公司产品类似，价格低廉所带来的压力，还有来自跨国公司技术、资金、产品支持所带来的激烈竞争。更重要的是近几年来国内食品安全问题日益频出，社会客户群体越来越倾向于国外的产品。我国中小型企业如果想要在各项规则和流程都规范的前提下摆脱“小车间”式的经营模式，使自己的产品脱颖而出，重新获得客户的信任和喜爱，就必须从根本出发，引进一套先进的绩效方法，构建符合公司实际情况的绩效评价体系，使公司跃上一个新的高度。 平衡计分卡是20世纪90年代戴维?诺顿和罗伯特?卡普兰提出的绩效评价体系方法，它包括财务、客户、内部业务流程以及学习与成长四个维度，克服了片面追求财务数据的不足，实现了各项指标的平衡。经过十多年的巨大变革，平衡计分卡广泛应用于全球的各大型企业绩效评价体系中，不仅取得了长远的实践性的发展，也大大提高了企业的效率，对实现企业战略目标，加强竞争力具有重要的作用。 本文以A食品公司销售部为研究对象，采用案例分析、文献研究、归纳比较分析和定量定性相结合的方法，通过绩效评价体系和平衡计分卡的理论与实践研究，深入分析A食品公司销售部组织框架及绩效评价体系的现状。着重指出A公司销售部存在的突出问题及产生的原因。在此基础上阐明平衡计分卡在A公司销售部实施的可行性。建立科学有效的基于平衡计分卡的绩效评价体系方案，设计关键绩效指标，并赋予相对应的权重，进而全方位的对绩效评价体系方案的使用进行解释以及预期的改善效果，促进绩效评价体制的改革。本文的研究结果不仅丰富了平衡计分卡在食品行业的实践经验和理论知识，而且对其他企业运用平衡计分卡提高管理水平和绩效评价体系改革能力具有一定的借鉴和参考价值。
英文摘要：	With the formation of the world economic integration, the fierce competition of the China's food enterprises are not only from the domestic company similar products, the pressure brought about by the low price, as well as from multinational companies technology, capital, product support. More importantly, in recent years, domestic food safety issues increasingly frequently. More and more social customers tend to buy foreign products. China's small and medium-sized enterprises if want stay in the rules and the processes are standardized under the premise of "small workshop" type of business model, their products need to become to the fore, to regain the trust and love of customers. They must start from the fundamental and set the advanced performance methods to build a company in line with the actual situation of performance evaluation system which help the company leapt to a new height. The Balanced Scorecard is a kind of performance evaluation system approach proposed by David Norton and Robert Kaplan in the 20th century 90s, which includes financial, customer, internal business processes and learning and it includes the growth of the four dimensions, to overcome the one-sided pursuit of financial data deficiencies, to achieve the balance of the indicators. After more than 10 years of great changes, Balanced Scorecard is widely used in the global performance evaluation system of the large amount of the enterprises, not only achieved long-term practical development, but also greatly improve the efficiency of enterprises, which is an important role to achieve the corporate strategic objectives and the competitiveness. This paper takes A food company of sales department as the research object, adopts the method of case analysis, literature study, inductive the comparative analysis and quantitative qualitative combination, through the theory and practice of performance appraisal system and balanced scorecard, in-depth analysis of the status quo of organization framework and performance evaluation system of A food company sales department. It stresses that A company of sales department problems in the performance appraisal system. On this basis, it clarifies the necessity and feasibility of the balanced scorecard in the implementation of A company sales department. To establish a scientific and effective performance evaluation system based on balanced scorecard, this paper designs the key performance indicators and gives the corresponding weights, and then explains the use of performance evaluation system and the expected improvement effect, and promotes the reform of performance appraisal system. The results of this paper not only enrich the practical experience and theoretical knowledge of the balanced scorecard in the food industry, but also have some referential value to other enterprises to improve the management level and the performance appraisal system by using the Balanced scorecard.
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