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B公司地处沿海地区,经过十多年的发展,从成立之初的家庭式作坊,发展到年销售额超过3个亿,而且在某一细分市场做到了行业领先、在全行业也有一定影响力的企业。几个月前,公司为加大市场拓展力度,引进了一位销售总监L。L来自行业内另外一家优秀的企业。经过三个多月熟悉情况,L认为B公司销售人员原有的薪酬模式不利于调动他们的积极性,于是提出大幅度调整销售人员薪资模式的建议。老板经过思考和对L总监的信任,批准了他提交的薪资方案,但万没想到,该方案的推出却在全公司激起轩然大波。正是基于这样的背景,该公司邀笔者为公司设计年度薪资调整方案。经过反复讨论、修正,工作最终圆满结束了,回顾这段经历,感慨颇多。
B company is located in the coastal areas, after more than 10 years of development, from the inception of the family-style workshops to the development of more than 3 million annual sales, but also in a market segment to achieve the industry leader in the industry have a certain Influential enterprise. A few months ago, the company introduced a sales director to increase market expansion. L from another good business in the industry. After more than three months familiar with the situation, L that the company’s sales staff B’s original salary model is not conducive to mobilize their enthusiasm, then proposed a substantial adjustment of the sales staff salary proposals. The boss, after thinking and trusting L’s director, approved the pay package he submitted, but he never imagined that the rollout of the program had aroused the company-wide uproar. It is against this background that the company invited the author to design an annual salary adjustment plan for the company. After repeated discussions and amendments, the work ended in a perfect conclusion. It is a great deal of emotion to review this experience.