随着中国通信市场进入了 4G 竞争时代，电信市场的竞争愈发激烈，从网络规模、 业务种类、运营模式、用户规模、品牌竞争到现在的渠道资源竞争，渠道已经成为 通信企业不能忽视的资源和竞争成功因素。作为渠道类别中特别重要的社会渠道， 其直接管理者渠道经理，承担着公司大部分的发展和收入任务指标。 蚌埠联通是安徽联通的 16 家分公司之一，也是最早成立的三家分公司之一，分 别为合肥联通、芜湖联通、蚌埠联通。近年来，为了提升销售业绩和扩大市场份额， 公司不断调整组织架构和营销模式，并依据“提升效益、激发活力”的要求，实施 网格化的划小承包经营模式。划小承包使公司的生产活动更接近市场并靠近用户。 对于营服内的渠道经理，公司匹配了以收入和用户发展完成率等为主要指标的绩效 考核，对于激励一线基层员工和提高公司业绩有一定促进作用。但随着市场竞争的 加剧、工作强度的加大、市场份额增长的缓慢，渠道经理出现了工作积极性降低、 工作满意度变差，甚至出现部分员工离职和更换工作岗位的现象。 本文在参考大量绩效考核文献的基础上，采用问卷调查法和实证研究法，分析 了蚌埠联通渠道经理绩效考核现状和存在的问题。同时结合绩效考核的相关理论， 查找存在问题的原因，并提出合理的优化设计方案。整体思路为：首先，针对蚌埠 联通渠道经理绩效考核开展的现状和蚌埠联通的实际现状，确定采用基于关键绩效 指标为核心的优化设计方案；其次，结合蚌埠联通的战略目标，渠道经理岗位职责 和工作内容，对渠道经理考核的关键绩效指标进行确定，并对指标权重进行设计， 优化现有的绩效考核体系；最后，采取大量保障措施，确保优化后的绩效考核方案 顺利执行。同时，本文的研究对象在通信运营商销售管理型员工里具有一定的代表 性，因而优化设计的方案对相关企业具有有一定的借鉴作用。 关键词：渠道经理；绩效考核；优化方案；联通公司蚌埠联通渠道经理绩效考核方案优化研究 I ABSTRACT As China's communication market enters the era of 4G competition, the competition in the telecom market is increasingly fierce. From the network scale, business type, operation mode, user scale and brand competition to the current channel resource competition, the channel has become a resource and successful factor that communication enterprises cannot ignore. As a particularly important social channel in the channel category, its direct manager, channel manager, is responsible for most of the company's development and revenue tasks. Bengbu unicom is one of the 16 branches of anhui unicom, and one of the first three branches, which are hefei unicom, wuhu unicom and bengbu unicom respectively. In recent years, in order to improve sales performance and expand market share, the company has constantly adjusted its organizational structure and marketing mode, and implemented the grid subcontracting operation mode according to the requirements of improving efficiency and stimulating vitality. Smaller contracts bring the company closer to the market and to users. For the channel manager in the business service, the company matches the performance assessment with income and user development completion rate as the main indicators, which is of certain promoting effect on motivating the front-line grassroots staff and improving the company's performance. However, with the aggravation of market competition, the increase of work intensity and the slow growth of market share, channel managers have seen a decrease in work enthusiasm, a decrease in job satisfaction, and even some employees have left their jobs and changed their jobs. On the basis of referring to a large number of literature on performance appraisal, this paper adopts questionnaire survey and empirical research to analyze the status quo and existing problems of performance appraisal of channel managers in bengbu unicom. At the same time, based on the related theories of performance appraisal, the causes of existing problems were found out, and a reasonable optimization design scheme was proposed. The overall idea is: firstly, according to the status quo of bengbu unicom channel manager performance assessment and the actual status quo of bengbu unicom, the optimization design scheme based on key performance indicators is determined. Secondly, based on the strategic objective of bengbu unicom, the position responsibilityABSTRACT II and work content of the channel manager, the key performance indicators of the channel manager assessment were determined, and the index weight was designed to optimize the existing performance assessment system. Finally, a large number of safeguards are adopted to ensure the successful implementation of the optimized performance appraisal program. At the same time, the research object of this paper has certain representativeness in the sales management employees of communication operators, so the optimized design scheme has certain reference effect on relevant enterprises. KEYWORDS:Channel manager; performance appraisal; prioritization scheme; China Unicom蚌埠联通渠道经理绩效考核方案优化研究 1 目 录 第一章 绪论.......................................................................................................... 1 第一节 研究背景.....................................................................................................................1 第二节 研究目的及意义.........................................................................................................1 一、研究目的..........................................................................................................................1 二、研究意义..........................................................................................................................2 第三节 研究方法及内容.........................................................................................................3 一、研究方法..........................................................................................................................3 二、研究内容..........................................................................................................................4 第四节 文献综述.....................................................................................................................4 一、国外文献综述..................................................................................................................4 二、国内文献综述..................................................................................................................5 三、研究评价..........................................................................................................................6 第二章 相关理论基础..........................................................................................7 第一节 绩效与绩效考核.........................................................................................................7 一、绩效..................................................................................................................................7 二、绩效考核..........................................................................................................................8 第二节 绩效考核目的与内容.................................................................................................8 一、绩效考核目的..................................................................................................................8 二、绩效考核内容..................................................................................................................8 第三节 绩效考核基本原则与常用方法.................................................................................9 一、绩效考核基本原则..........................................................................................................9 二、绩效考核常用方法........................................................................................................10 第三章 蚌埠联通渠道经理绩效考核现状分析................................................13 第一节 蚌埠联通概述...........................................................................................................13 一、公司发展现状................................................................................................................13目录 2 二、公司组织结构.........................................