On The Conflicts Of Performance Management Under The Strategic Synergy

Strategic synergy is a modern enterprise to improve the utilization rate of resources, to maximize the enterprise value chain, make enterprise has a difficult to imitate the value-added activities of competitive advantage, but strategic synergy also brings a variety of negative effect and collaborative conflict, which is the biggest challenges facing the enterprise. Collaborative performance is an important part of the strategic synergy, how to use performance management to reduce negative effects of synergy and conflicts, make coordination strategy target become an important subject of modern enterprise management.Based on L company sales and marketing departments'truth strategic synergy conflict as the specific research object, with the company's performance management problems as the breakthrough point, discusses how to use the balanced scorecard performance management system to solve the strategic synergy between the two departments, how to improve the productivity of both departments, to make the strategic synergy play positive effect, and to provide a powerful guarantee for the realization of the strategic objectives of the company. This paper is divided into five parts, the first part is the introduction, expounds the research background, the research purpose, the main contents of research significance and research method, as well as briefly introduces the basic situation of L company; the second part is the research theoretic review that respectively introduces strategic synergy, conflict research and performance management method gives analysis on domestic and overseas research and development; the third part describes the conflict situation of L company sales and marketing departments, and analysis of the reasons for this situation, focus on the the reason of performance management; the fourth part elaborates the strategy of L company performance management improved design scheme in collaborative, starts from the improvement of the purpose, basis and principle, chooses the Balanced Scorecard performance management system. Aiming at the conflict of sales and marketing departments, design the L company specific balanced scorecard management system which from four dimensions of financial level, customer level, internal process level and learning and growth level to build the balanced scorecard index between the sales and marketing departments staff and managers, and set the weight of each index, expounds the design ideas and solutions of strategic synergic conflict on these two departments; the fifth part for L company based on implementation guarantee of the Balanced Scorecard performance management improvement, describes the safeguard form some ways consisted of management attention, management system, application of performance results and performance feedback and improvement, ect.Performance management conflict research of strategic synergy involves many angles and aspects. Research for this article based on actual situation of L company, on the conflict of sales and marketing departments in the strategic synergy to identify the reasons for fundamental performance management, according to the reason analysis based on balance score card performance management system to improve the method, put forward performance management improvement plan, based on the balanced scorecard performance management system, help them to find out effective solution to solve conflict, as well as use for reference to performance management improvement with synergic conflict.Modern enterprise strategic coordination is a value-added activity with the purpose of improving efficiency of resource utilization, maximizing enterprise value chain, endowing enterprise with competitive advantages which is difficult to imitate. Meanwhile it faces negative effects and coordination conflicts brought by strategic synergy, which is also the biggest challenge for enterprises. Performance synergy is the most important part of strategic synergy. It is an important task to use performance management wisely in order to reduce corporate synergy effects and reduce the conflicts so as to realize the strategic goal of enterprise management.The research object of this paper focuses on the conflicts occurring in strategic synergy between L Company's Sales Department and Marketing Departments. Basing on the analysis of existing problems of performance management, this paper discusses how to use the balanced scorecard performance management system to solve the strategic synergy conflicts between the two departments, and how to improve the productivity of the two departments, so that the strategic coordination may play a positive role and provide a powerful guarantee to achieve the company's strategic goal. This paper consists of five parts. The first part includes introduction, research background, research purpose, research contents, methods and a briefly description of the company. The second part focuses on literature review, strategic synergy, theoretical research on conflicts and the performance management, and research situations at home and abroad. The third part describes conflict situations when applying the strategic synergy between the Sales and Marketing Departments of L Company, and analyzes causes for these situations. This part also carries on a thorough analysis of reasons behind the performance management. The fourth part expands the design scheme of performance management in strategic synergy of L Company. The balance of the scorecard performance management system is determined by the purpose of improvements and improvement principles. After reviewing the collaborative conflicts between the two departments, the author designs a detailed scheme of the balanced scorecard management system specifically for L Company. The performance management system consists of the balanced scorecard which corresponds to performance indicators of ordinary employees and managers of the Sales and Marketing Departments. Consideration includes financial aspects, customers, and internal process levels, learning and growing respectively. Accordingly, weights of various performance indicators are set and solutions for the strategic collaborative conflicts are proposed. The fifth part implements guaranteed improvements on the balanced scorecard performance management. It puts forward management focuses, management systems, and performance application and performance feedbacks.The research on strategic synergy and conflicts of performance management involves many aspects. This study focuses on analyzing the L Company's actual situations and conflicts between its Sales and Marketing Departments. By analyzing the causes of performance management, this paper presents a solution based on the balanced scorecard performance management system, and applies the theory into L Company's performance management, to help the company find an effective solution to conflicts. Additionally, this paper provides references for similar companies with the same collaborative conflicts in performance management.