Optimization Design Of Sales Personnel Performance Management System Of J Company

In the past two decades,China’s tire industry has experienced a golden period of rapid development.However,with the continuous expansion of production capacity and the saturation of the market,domestic tire consumption has entered the stock market competition from the incremental market,and the entire tire industry has entered differentiation and integration stage.Especially in recent years,domestic and foreign tire market demand has been sluggish,trade frictions in the global market have intensified,and the problem of structural overcapacity has become prominent.Domestic energy-saving,emission-reduction,and green environmental protection requirements have imposed stricter constraints on the tire industry.Accelerating the elimination of low-end and backward production capacity has become the inevitable trend.The tire manufacturing enterprises are facing unprecedented challenges and opportunities,how to grasp the opportunities and improve enterprise performance is a topic worth of examine.Against such a market background,J Company,as a tire manufacturing enterprise,urgently needs to rapidly expand its sales scale in order to absorb new production capacity and realize the company’s development goals in the future market competition.The sales team,as the key force,is the developer of sales channels and the direct creator of corporate profits.They can facilitate a company to achieve its goals,and performance management plays an important role in the realization of strategic goals.This study draws on domestic and foreign performance management related theories and research results,and uses survey research methods to analyze the management status of J Company.The author finds that the performance management of sales personnel fails to meet the expectations of managers in many areas,including the system design,implementation of strategic objectives,promotion of performance improvement and employee growth.The performance management of sales personnel was disconnected from the strategic goals,the design of performance indicators was unreasonable,the lack of effective performance communication and improvement process,the application of performance review results was narrow,and the performance management system was not sound.The performance management of sales personnel is not scientific and reasonable,because it has been unable to play an effective incentive role for sales personnel.Learn from motivation theory,objective management theory and literature research results,the author uses the idea of balanced scorecard,adopts the key performance indicator method and 360-degree evaluation method,and analyzes J company’s strategic goals and its decomposition process,as well as sales personnel’s performance.The job responsibilities,job abilities,and work objectives have been sorted out and studied,and a new performance target system has been established.At the same time,on the basis of actual research,the management mechanism of each stage of performance management and the guarantee measures for the implementation of the optimized design plan are established.Finally,this paper decomposes the company’s strategic goals layer by layer through the optimized design plan,and assign them to personal goals,so that salespeople can correctly understand the company’s strategic direction and realize their value contribution to work goals.At the same time,this study provides a basis for the training of sales talents,and promotes the common development of employees and the company.It also provides a strong support for the realization of the company’s medium and long-term goals.