Research On The Salers’ Salary System For Huaxinghang Company

Currently the major automobile sales model in China is "4S shop" mode, aspecific vehicles seller, which is commissioned by the automobile producers to sellthe vehicles.4S shop mainly supply the auto parts, provide after-market service,messages feedback. The major profit sector for the4S shop is to provide after-salesservice for the sold cars. Thus, the number of car sales determines the profit situationof the4S shop. However, in order to increase the market share, the automobileproducers keep on increasing the number of the commissioned sales companies,which cause a more tense competition between the4S shops. It is not exaggerate tosay that excellent4S shop sales staff is vital to the survival and development of the4S shop, how to attract and retain excellent car sales staff is an important issue for the4S shop to face up with.Huaxinghang Company was founded in July2013, which is a Mercedes-Benz4S shop. Due to lack of proper car sales staff salary management system, the liquidityof the car sales staff is quite frequent; the stability of the car sales staff is poor. In thisessay, the writer use the Y theory, equity theory,hierarchy of needs theory, humanassumptions and the other theories, associated with the use of the interviews andquestionnaires methods to analyze the Huaxinghang Company ’s existing car salesstaff salary management system. The author found out that the main problems of theHuaxinghang Company ’s existing car sales staff salary management systemincluding: the basic salary and variable pay ratio is improperly set, the sales target isunreasonable, the assessment methods are simple, ignoring the non-economicrewards. In order to solve the problems mentioned above, improve the salary managementsystem of the Huaxinghang Company, the author explicit the salary strategies,investigate the pay levels among some4S shops, setting reasonable standards, afterall the jobs done, the writer not only design some direct salary optimization proposalswith sufficient incentives but also add some flexible indirect optimization programs.Among them, the direct remuneration optimization programs include: optimizeddesign from the basic salary and commission percentage of vehicle sales, value-addedservices optimize design and performance evaluation of customers’ satisfactionassessments; indirect remuneration optimization programs include: paid leave,employee car allowance and other measures.Meanwhile, in order to make the reset of the car sales staff’salary managementsystem optimization programs can be effectively run, this paper proposes foursafeguards: the company manager’s full attention, the well cultural environment, thescientific and standardized system, combined with the adjustments which is decidedby the actual results of the companies’ situation.