Sales Personnel Performance Measurement System

The purpose of this article is to explore the performance indicators of employees in marketing and sales sectors of Chinese enterprises, under the current external environment characterized by choking market competition.The whole article is organized by four sections. In the first section, the significance of this current research is discussed, from both theoretical and practical perspectives. In the first place, from the theoretical perspective, how to design performance indicators is of critical importance to other processes of performance management; secondly, the deficiencies of performance indicators prevailing in our enterprises urge researchers pay more attention to this certain field.The second section firstly analyzes several deficiencies existing in current Chinese enterprises; then, after reviewing the relevant literature on performance indicators, it is concluded that Key Performance Indicators (KPIs) theory is applicable for studying the performance indicators of marketing and sales personnel. Thus, this article is based on the rationale of Key Performance Indicators (KPIs) theory.The third section is a case study. Firstly, Company A, a biochemistry company in H City Zhejiang Province, is chosen as a representative case. The company, which currently launched the redesign of performance indicators in its marketing and sales department, was confronted with some typical problems in its performance managerial practices. After introducing the background of Company A, this section discusses the shortcomings of the company's redesign project in detail and the negative outcomes. Drawing from Company A's problems with the Key Performance Indicators (KPI), some solutions are put forward: the company's strategic goal should be re-interpreted at three levels, namely, organizational, departmental and occupational levels; the Key Performance Indicators (KPIs) should be designed at all these three levels; and the Key Performance Indicators (KPIs) should be checked according to appropriate criteria.The fourth section is a conclusion and summary of the thesis, hi this section, the framework of this article is summarized; the limitations are discussed and directions for future research are suggested.The conclusions of this article could be generalized to similar enterprises. In sum, with its focus on the design of performance indicators for marketing and sales employees, this article aims to examine the role of performance indicators and their impact on performance management and the whole system of human resource management.