基于销售战略目标的销售队伍激励问题研究
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摘要
随着我国的市场经济进一步发展,我国医药企业的竞争不再是产品竞争,已经进入全方位竞争,包括销售队伍管理的层面。没有销售队伍,企业生产的药品已经很难卖出去;没有销售队伍,企业很难获得营销带来的高额利润。医药代表的办公场所其实不在公司而在客户那里,他们每天都要在陌生的环境里拜访客户,他们经常要面对医生的可能拒绝,故医药代表的激励对于提高或稳定其工作士气尤为重要。
销售区域、销售指标与销售薪酬的合理分配对医药代表都有激励作用,根据市场潜力设立销售区域,根据销售区域设立销售指标,根据销售指标设立销售薪酬,三者相互关联。科学组合的结构性激励模型,更具有激励作用。这种激励制度不仅激励强度大,而且激励的持久性好,这种结构性的激励模型是决定企业战略目标实现的关键。
但是在销售区域管理中,容易出现销售队伍的边际递减效应,在销售指标的分配中,容易出现经济学中的棘轮效应,在销售薪酬的方案设计中,容易出现供应链管理学中的曲棍球棒效应,而这三大效应都属于人类的本性或天性,它们作为不可改变的潜规则在影响着销售队伍的激励。
EI公司在中国的发展经历了三个阶段,EI公司从一般走向优秀,从优秀走向衰退。这其中有很多原因,本文重点分析了EI公司的结构性激励模型的变迁与缺失,从中发现了EI公司在起步阶段,其结构性激励模型很好地克服了边际递减效应、棘轮效应与曲棍球棒效应的影响,但是从2002年开始,结构性激励制度就已经有所变化,主要表现在销售薪酬方案设计中出现了直接佣金与安理申的特别补偿奖,出现了曲棍球棒效应,由于有产品平衡奖的约束,同时安理申的销售额只占EI公司的4%,曲棍球棒效应不严重。2004年出现了边际递减效应与棘轮效应,2005年出现了明显的曲棍球棒效应,到了2007年,这三大效应不合理的组合在一起发挥作用,对EI的危害达到了顶峰。
本文以EI公司的激励制度的发展史为案例,结合销售激励理论,运用边际递减效应、棘轮效应与曲棍球棒效应进行分析,探讨了结构性激励机制的设立模型与原则,以及提出了减少三大效应对结构性激励制度影响的方法。为我国企业,特别是医药企业建立销售激励制度,提供了很好的借鉴。
With the development of market economy in our country, the competition of Medicine Enterprise in our country is no longer the product competition, but of the omni-directional competition already, including the management of sales force. Drugs manufactured by the enterprise are very difficult to sell out without sales force. The enterprise is very difficult to obtain high profit without the sales force. Sales personnels' office is in their customers’, they must face the possible rejection every day inside the strange environment of the customers, therefore it is very important for sales personnels' inspiration to elivate or stabilize their work morale.
The rational distribution among sales territory, the sales target and the sales salary has a inspiration affect to medical representation. We set up sales territory according to market potential, set up the sales target according to the sales territory, set up the sales salary according to the sales target, the three are incident cross-correlations. The scientific combination of constitutive inspiration mode has the inspiration function, moreover, this kind of inspiration system is not only strong , but also durable. So, this kind of constitutive inspiration model determines the key goal in the realization of enterprise strategy.
But in the management of sales territory, it is easy to present the boundary decreasing effect in the sales force. In establishment of sales target's, it is easy to present the notch wheel effect as in economy. In the sales salary design, it is easy to present the hockey stick effect as in the supply chain management science. As these three big effects belong to human nature, they act as the unmodified hidden rule to affect the managements of a sales force.
EI Corporation experienced three stages in the development in China, it experienced from general to outstanding, outstanding to decline. There are many resons in the process. The article selectively analize EI Corporation's constitutive inspiration model including its vicissitude and the flaw.In the course ,we discovered constitutive property of EI Corporation’s inspiration model has overcome the influence by the boundary decreasing effect, the notch wheel effect and the hockey good effect well. But from 2002, the constitutive inspiration system was changed mainly in the sales salary project design, such as direct commission and the special compensation prize of Aricept. From then on, it started to present the hockey stick effect.
because of the resriction of product balance prize and the sales volume of Aricept is only 4% in EI Corporation, The phenomenon of the hockey stick effect was not serious. In 2004, the company started to present the boundary decreasing effect and the notch wheel effect.In 2005, the company presented the obvious hockey good effect.In 2007, these three big effects were unreasonablely combined which played the role together and do harmful effect to the crest in EI.
This article took the EI Corporation's history of inspiration system's as the case, did analysis using the notch wheel effect、he hockey stick effect and the boundary decreasing effect. We discussed to set up the model and the principle on the constitutive property incentive mechanism, as well as proposed method to reduce the three big effects to influence the constitutive inspiration system., we provided a very good model to establishe the sales inspiration system for the enterprise of our country, especially medicine enterprise.
销售区域、销售指标与销售薪酬的合理分配对医药代表都有激励作用,根据市场潜力设立销售区域,根据销售区域设立销售指标,根据销售指标设立销售薪酬,三者相互关联。科学组合的结构性激励模型,更具有激励作用。这种激励制度不仅激励强度大,而且激励的持久性好,这种结构性的激励模型是决定企业战略目标实现的关键。
但是在销售区域管理中,容易出现销售队伍的边际递减效应,在销售指标的分配中,容易出现经济学中的棘轮效应,在销售薪酬的方案设计中,容易出现供应链管理学中的曲棍球棒效应,而这三大效应都属于人类的本性或天性,它们作为不可改变的潜规则在影响着销售队伍的激励。
EI公司在中国的发展经历了三个阶段,EI公司从一般走向优秀,从优秀走向衰退。这其中有很多原因,本文重点分析了EI公司的结构性激励模型的变迁与缺失,从中发现了EI公司在起步阶段,其结构性激励模型很好地克服了边际递减效应、棘轮效应与曲棍球棒效应的影响,但是从2002年开始,结构性激励制度就已经有所变化,主要表现在销售薪酬方案设计中出现了直接佣金与安理申的特别补偿奖,出现了曲棍球棒效应,由于有产品平衡奖的约束,同时安理申的销售额只占EI公司的4%,曲棍球棒效应不严重。2004年出现了边际递减效应与棘轮效应,2005年出现了明显的曲棍球棒效应,到了2007年,这三大效应不合理的组合在一起发挥作用,对EI的危害达到了顶峰。
本文以EI公司的激励制度的发展史为案例,结合销售激励理论,运用边际递减效应、棘轮效应与曲棍球棒效应进行分析,探讨了结构性激励机制的设立模型与原则,以及提出了减少三大效应对结构性激励制度影响的方法。为我国企业,特别是医药企业建立销售激励制度,提供了很好的借鉴。
With the development of market economy in our country, the competition of Medicine Enterprise in our country is no longer the product competition, but of the omni-directional competition already, including the management of sales force. Drugs manufactured by the enterprise are very difficult to sell out without sales force. The enterprise is very difficult to obtain high profit without the sales force. Sales personnels' office is in their customers’, they must face the possible rejection every day inside the strange environment of the customers, therefore it is very important for sales personnels' inspiration to elivate or stabilize their work morale.
The rational distribution among sales territory, the sales target and the sales salary has a inspiration affect to medical representation. We set up sales territory according to market potential, set up the sales target according to the sales territory, set up the sales salary according to the sales target, the three are incident cross-correlations. The scientific combination of constitutive inspiration mode has the inspiration function, moreover, this kind of inspiration system is not only strong , but also durable. So, this kind of constitutive inspiration model determines the key goal in the realization of enterprise strategy.
But in the management of sales territory, it is easy to present the boundary decreasing effect in the sales force. In establishment of sales target's, it is easy to present the notch wheel effect as in economy. In the sales salary design, it is easy to present the hockey stick effect as in the supply chain management science. As these three big effects belong to human nature, they act as the unmodified hidden rule to affect the managements of a sales force.
EI Corporation experienced three stages in the development in China, it experienced from general to outstanding, outstanding to decline. There are many resons in the process. The article selectively analize EI Corporation's constitutive inspiration model including its vicissitude and the flaw.In the course ,we discovered constitutive property of EI Corporation’s inspiration model has overcome the influence by the boundary decreasing effect, the notch wheel effect and the hockey good effect well. But from 2002, the constitutive inspiration system was changed mainly in the sales salary project design, such as direct commission and the special compensation prize of Aricept. From then on, it started to present the hockey stick effect.
because of the resriction of product balance prize and the sales volume of Aricept is only 4% in EI Corporation, The phenomenon of the hockey stick effect was not serious. In 2004, the company started to present the boundary decreasing effect and the notch wheel effect.In 2005, the company presented the obvious hockey good effect.In 2007, these three big effects were unreasonablely combined which played the role together and do harmful effect to the crest in EI.
This article took the EI Corporation's history of inspiration system's as the case, did analysis using the notch wheel effect、he hockey stick effect and the boundary decreasing effect. We discussed to set up the model and the principle on the constitutive property incentive mechanism, as well as proposed method to reduce the three big effects to influence the constitutive inspiration system., we provided a very good model to establishe the sales inspiration system for the enterprise of our country, especially medicine enterprise.
引文
[1] Barton, A., Weitz, Stephen, B. & Castleberry, John, F. T.销售与顾客关系管理[M].北京:人民邮电出版社,2008
[2] Craig Petersen, H. Lewis, W. C.管理经济学[M].第四版,北京:中国人民大学出版社,2005
[3] David, J. & Geoff, L.推销与销售管理[M].第七版,北京:中国人民大学出版社,2007
[4] David, J. C.销售团队的薪酬设计[M].北京:电子工业出版社,2008
[5] Jack, D. W.成功销售管理的7大秘诀[M].北京:中国财政经济出版社,2003
[6] James, W. W.人力资源战略[M].北京:中国人民大学出版社,2002
[7] Jim, P.销售团队管理[M].北京:电子工业出版社,2007
[8] Philip, K. & Kevin, L. K.营销管理[M].第十二版.北京:上海人民出版社,2004
[9] Philip, K.营销管理[M].亚洲版.第三版,北京:中国人民大学出版社,2004
[10] Ralph, W., Jackson, R. & Hisrich, D.销售管理[M].北京:中国人民大学出版社,2002
[11] Raymond, A. N., John, R. & Hollenbeck, B. G. et al人力资源管理赢得竞争优势[M].第五版,北京:中国人民大学出版社,2006
[12] Robrt, H.大区经理完全手册[M].北京:东方出版社,2004
[13] Stephan, S.卓越销售团队必修课[M].北京:电子工业出版社,2007
[14] Stephen, P. R.管理学[M].第七版.北京:中国人民大学出版社,2004
[15] Thomas, J. P. & Robert. H. W.追求卓越[M].北京:中信出版社2007
[16] William, J. S. & Rosann, S.销售队伍管理[M].第十版.北京:北京大学出版社,2002
[17]何黎明.销售人员的绩效管理研究[D].硕士学位论文,首都经济贸易大学,2003
[18]胡旺盛.销售管理[M].合肥:合肥工业大学出版社,2007
[19]黄德华.患者流分析-市场策略的军用卫星[J].销售与市场.2007,11:86-87
[20]黄艳.医药企业知识型医药代表流失原因以及对策分析[D].硕士学位论文,南京理工大学,2004
[21]江渊,万华.基于棘轮效应的国企经营者激励约束机制研究[J].社科纵横,2007,22(6):106-107
[22]李先国.销售管理[M].北京:首都经济贸易大学出版社,2006
[23]刘国华.行为经济学的发展研究[D].硕士学位论文,武汉大学大学,2005
[24]刘江花.个体激励与团队激励比较研究[D].硕士学位论文,华中科技大学,2004
[25]刘卿敏.LY医药公司员工激励研究[D].硕士学位论文,南京理工大学,2005
[26]马士华,林勇.供应链管理[M].第二版.北京:机械工业出版社,2006
[27]沈荣.医药企业对医药代表的激励机制和约束机制研究[J].现代管理科学.2006,8:92-93
[28]王雪莲,刘兵.企业经营者激励的棘轮效应问题研究[J].工业工程.2007,10(4):7-11
[29]项卫星,傅立文.国有商业银行激励机制中的棘轮效应[J].社会科学战线.2006,3:273-277
[30]邢以群.管理学[M].第二版.杭州:浙江大学出版社,2005
[31]徐国华,张德.管理学[M].北京:清华大学出版社,2005
[32]徐敏,黄德华.医药代表的职业价值[J].医药导报.2008,27(3):354-356
[33]余际新.销售管理人员的激励分析[D].硕士学位论文,江西财经大学,2006
[34]余凯成.组织行为学[M].第三版.大连:大连理工大学出版社,2006
[35]张传明,王杨.激励设计中棘轮效应的分析[J].山东科技大学学报自然科学版,2007,26(2):99-102
[36]张大亮,邢以群.公平的报酬体系[M].北京:机械工业出版社,2007
[37]张德.人力资源开发与管理[M].第二版,北京:清华大学出版社,2003
[38]张德.组织行为学[M].第二版,北京:高等教育出版社,2005
[39]张彦.我国医药行业销售人员的考核激励机制探讨[D].硕士学位论文,对外经济贸易大学,2005
[40]周文,包焱.销售管理[M].北京:世界知识出版社,2002
[2] Craig Petersen, H. Lewis, W. C.管理经济学[M].第四版,北京:中国人民大学出版社,2005
[3] David, J. & Geoff, L.推销与销售管理[M].第七版,北京:中国人民大学出版社,2007
[4] David, J. C.销售团队的薪酬设计[M].北京:电子工业出版社,2008
[5] Jack, D. W.成功销售管理的7大秘诀[M].北京:中国财政经济出版社,2003
[6] James, W. W.人力资源战略[M].北京:中国人民大学出版社,2002
[7] Jim, P.销售团队管理[M].北京:电子工业出版社,2007
[8] Philip, K. & Kevin, L. K.营销管理[M].第十二版.北京:上海人民出版社,2004
[9] Philip, K.营销管理[M].亚洲版.第三版,北京:中国人民大学出版社,2004
[10] Ralph, W., Jackson, R. & Hisrich, D.销售管理[M].北京:中国人民大学出版社,2002
[11] Raymond, A. N., John, R. & Hollenbeck, B. G. et al人力资源管理赢得竞争优势[M].第五版,北京:中国人民大学出版社,2006
[12] Robrt, H.大区经理完全手册[M].北京:东方出版社,2004
[13] Stephan, S.卓越销售团队必修课[M].北京:电子工业出版社,2007
[14] Stephen, P. R.管理学[M].第七版.北京:中国人民大学出版社,2004
[15] Thomas, J. P. & Robert. H. W.追求卓越[M].北京:中信出版社2007
[16] William, J. S. & Rosann, S.销售队伍管理[M].第十版.北京:北京大学出版社,2002
[17]何黎明.销售人员的绩效管理研究[D].硕士学位论文,首都经济贸易大学,2003
[18]胡旺盛.销售管理[M].合肥:合肥工业大学出版社,2007
[19]黄德华.患者流分析-市场策略的军用卫星[J].销售与市场.2007,11:86-87
[20]黄艳.医药企业知识型医药代表流失原因以及对策分析[D].硕士学位论文,南京理工大学,2004
[21]江渊,万华.基于棘轮效应的国企经营者激励约束机制研究[J].社科纵横,2007,22(6):106-107
[22]李先国.销售管理[M].北京:首都经济贸易大学出版社,2006
[23]刘国华.行为经济学的发展研究[D].硕士学位论文,武汉大学大学,2005
[24]刘江花.个体激励与团队激励比较研究[D].硕士学位论文,华中科技大学,2004
[25]刘卿敏.LY医药公司员工激励研究[D].硕士学位论文,南京理工大学,2005
[26]马士华,林勇.供应链管理[M].第二版.北京:机械工业出版社,2006
[27]沈荣.医药企业对医药代表的激励机制和约束机制研究[J].现代管理科学.2006,8:92-93
[28]王雪莲,刘兵.企业经营者激励的棘轮效应问题研究[J].工业工程.2007,10(4):7-11
[29]项卫星,傅立文.国有商业银行激励机制中的棘轮效应[J].社会科学战线.2006,3:273-277
[30]邢以群.管理学[M].第二版.杭州:浙江大学出版社,2005
[31]徐国华,张德.管理学[M].北京:清华大学出版社,2005
[32]徐敏,黄德华.医药代表的职业价值[J].医药导报.2008,27(3):354-356
[33]余际新.销售管理人员的激励分析[D].硕士学位论文,江西财经大学,2006
[34]余凯成.组织行为学[M].第三版.大连:大连理工大学出版社,2006
[35]张传明,王杨.激励设计中棘轮效应的分析[J].山东科技大学学报自然科学版,2007,26(2):99-102
[36]张大亮,邢以群.公平的报酬体系[M].北京:机械工业出版社,2007
[37]张德.人力资源开发与管理[M].第二版,北京:清华大学出版社,2003
[38]张德.组织行为学[M].第二版,北京:高等教育出版社,2005
[39]张彦.我国医药行业销售人员的考核激励机制探讨[D].硕士学位论文,对外经济贸易大学,2005
[40]周文,包焱.销售管理[M].北京:世界知识出版社,2002