I 摘要 随着经济的全球化，人们的生活水平在社会经济的带动下得到快速增长，生活质 量也随之提升，因此人们更加注重身体健康指标的维持。在这样的需求环境下，医疗 保健欧亿·体育（中国）有限公司得到了发展的契机，进入了迅速扩张阶段，其中，制药欧亿·体育（中国）有限公司作为医疗保健的 关键组成部分起到决定疗效的作用，因此备受社会各界的关注，其经济效益在国民经 济中的比重也逐步提升。医药欧亿·体育（中国）有限公司为了与日益转变的需求相适应，不断的进行自我调 整和完善，为改革政策的产生和实施创造了良好的市场，这对于医药欧亿·体育（中国）有限公司的发展和壮 大来说是规范发展的契机，同时也使制药企业陷入多方压力环绕的局势当中，制药企 业要在这样的环境下稳步发展，必须在全面了解自身发展状况后，找出适合企业发展 的路径，进而提升企业在欧亿·体育（中国）有限公司中的竞争力，较好的适应外部发展环境。由于药品生产 在我国有着特殊的规定，因此也对制药企业提出了更高的要求，对于制药企业来说， 技术是企业的发展的关键，其次是销售，销售水平的不断提升能够从根本上提升企业 的竞争实力，而在这一环节中，销售人员是销售的主要实施者，因此，销售人员的工 作效率成为企业实现高销售水平的核心，也是医药企业现阶段发展的重要方向。 本文在研究的过程中，将步长药业西安大区作为研究的主体，重点对其销售人员 绩效管理进行研究，找出当中存在的缺陷和不足，结合所学理论方面的知识，将PDCA 做为指导思想，针对问题提出相应的改进和完善措施，具体措施包括沟通渠道的建立 和绩效考核结果的应用两方面，其中，有效的沟通不仅能够强化销售人员之间的配合， 缓解矛盾，还能使管理者及时掌握销售的状况，对于销售环节出现的问题及时指出并 采取相应的措施。绩效考核结果能够及时帮助公司了解员工实际情况，以便于公司制 定和实施后续的计划、培训及岗位调整等，通过全方位地分析和合理的应用能够有效 提升销售人员对企业管理工作的认可度和满意度，进而以较高的工作积极性来提升员 工的绩效水平，最终达到绩效考核实施的目的，实现公司整体绩效的提升。 在对步长药业西安大区研究的过程中，了解到企业的销售人员管理环节还存在着 一定的问题使绩效管理工作无法达到预期的效果，在经济发展处在机遇与挑战并存的 社会环境的背景下，只有不断的提升自身的竞争力才能实现竞争地位的提升，因此， 步长药业西安大区必须在企业内部完成绩效管理体系的构建，同时，希望通过本文的 研究能够为同行相关企业的改革工作提供相应的参考。 关键词：销售人员；绩效管理；PDCA；绩效考核 ABSTRACT III ABSTRACT With the globalization of the economy, people's living standards have rapidly increased under the drive of social economy, and the quality of life has also improved. Therefore, people pay more attention to the maintenance of physical health indicators. Under such a demand environment, the healthcare industry has obtained an opportunity for development and has entered a stage of rapid expansion. Among them, the pharmaceutical industry, as a key component of healthcare, plays a role in determining curative effects. Therefore, it has attracted the attention of all sectors of society. The proportion of benefits in the national economy has gradually increased. In order to adapt to changing needs, the pharmaceutical industry has continuously adjusted and improved itself, creating a good market for the generation and implementation of reform policies. This is an opportunity for standardized development for the development and growth of the pharmaceutical industry. The pharmaceutical companies are trapped in a situation surrounded by pressure from multiple parties. To develop steadily in such an environment, pharmaceutical companies must fully understand their own development status and find a path suitable for the development of the company, thereby enhancing the company’s competitiveness in the industry. Well adapted to the external development environment. Since the production of drugs in China has special regulations, higher requirements are also put forward for pharmaceutical companies. For pharmaceutical companies, technology is the key to the development of the company, followed by sales. The continuous improvement of sales levels can fundamentally improve The competitiveness of the enterprise, and in this link, sales personnel are the main implementers of sales. Therefore, the work efficiency of sales personnel has become the core of the enterprise to achieve high sales levels, and it is also an important direction for the development of pharmaceutical companies at this stage. In the process of research, this article takes Buchang Pharmaceutical Xi’an Region as the main body of the research, focusing on the research on the performance management of its sales personnel, finding out the defects and deficiencies in it, combining the learned theoretical knowledge, and integrating PDCA As a guiding ideology, corresponding improvement and improvement measures are proposed in response to the problem. Specific measures include the establishment of communication channels and the application of performance appraisal results. Among them, effective communication can not only strengthen the cooperation between sales personnel and alleviate conflicts, but also Enable 西北农林科技大学硕士学位论文 IV managers to keep abreast of the sales status, point out the problems in the sales process and take corresponding measures in time. Performance appraisal results can help the company understand the actual situation of employees in time, so that the company can formulate and implement follow-up plans, training and job adjustments. Through comprehensive analysis and reasonable application, it can effectively improve sales staff’s recognition and recognition of corporate management. Satisfaction, and then improve the performance level of employees with higher work enthusiasm, and finally achieve the purpose of performance appraisal implementation, to achieve the improvement of the company's overall performance. In the process of researching Buchang Pharmaceutical in Xi’an Region, I learned that there are still certain problems in the sales staff management of the company, which make performance management work unable to achieve the expected results, and the economic development is in a social environment where opportunities and challenges coexist. In the context of, only by continuously improving its own competitiveness can the improvement of its competitive position be achieved. Therefore, Buchang Pharmaceutical Xi’an Region must complete the construction of the performance management system within the enterprise. At the same time, it is hoped that the research in this article can be relevant to the peers. The reform work of enterprises provides corresponding reference. KEYWORDS Sales people ;Performance management ;PDCA; Performance reviews 目录 V 目录 摘要 ............... I ABSTRACT .............................. III 第一章 绪论 ............................. 1 1.1选题背景 ........................ 1 1.2 研究目的和意义 ........... 2 1.2.1研究目的 .............. 2 1.2.2研究意义 .............. 2 1.3国内外研究动态 ............ 2 1.3.1国外研究动态 ...... 2 1.3.2国内研究动态 ...... 4 1.3.3文献评述 .............. 6 1.4研究内容、研究方法和技术路线 ............... 7 1.4.1研究内容 .............. 7 1.4.2研究方法 .............. 7 1.4.3技术路线 .............. 8 第二章 相关概念及理论 ......... 9 2.1绩效管理概述 ................ 9 2.1.1绩效概念 .............. 9 2.1.2绩效管理概念 ...... 9 2.2绩效考评方法 .............. 10 2.2.1关键绩效指标法（KPI考核法）.... 10 2.2.2 PDCA ................. 10 2.2.3平衡计分卡法（BSC） ................... 11 2.3销售人员绩效管理 ...... 11 2.3.1销售工作的性质和作用 ................... 11 2.3.2绩效管理对销售人员的重要性 ....... 12 2.3.3销售人员绩效管理的难点 ............... 13 第三章 步长药业西安大区销售人员绩效管理现状分析 ................. 14 3.1步长药业基本概况 ...... 14 3.1.1步长药业简介 .... 14 西北农林科技大学硕士学位论文 VI 3.1.2步长药业的组织结构 ....................... 14 3.2步长药业西安大区销售人员基本情况 ..... 15 3.3步长药业西安大区销售人员绩效管理现状 ............................ 18 3.3.1步长药业销售人员绩效管理的人员配备 ...................... 18 3.3.2步长药业销售人员绩效管理的考核方法 ...................... 19 3.3.3步长药业销售人员绩效管理的制度保障 ...................... 20 3.4步长药业销售人员绩效管理问卷调查 ..... 21 3.4.1问卷设计 ............ 22 3.4.2问卷的发放及回收情况 ................... 22 3.4.3问卷的统计结果