A Study On Sales' Salary System Improvement Of Jinyuan Company

With the outbreak and spread of global financial crisis, the increment speed of gross domestic product declined sharply from 2007 to 2008, and the business environment of real estate enterprises gradually changed. The challenges confronted with are formidable increasingly. In essence, the competition among real estate enterprises is the competition among sales staff. Therefore, human resource management of sales staff is more and more important among all kinds of elements of business management, and the salaries of sales staff become one of the core issues in human resource management.This thesis proposed a revised design to the salary system of sales staff in Jinyuan Real Estate Company. It analyzed current salary system of sales staff there and found out many disadvantages in it. Through job analysis and position evaluation, the contribution rate of each marketing position in Jinyuan Real Estate Company was established, which laid the foundation for the salary system of sales staff in the company. Integrated with the investigation on salary outside the company and the analysis of the salary data in the company, it put forwards that the salary system should be revised on the basis of the analysis of the company organization.The revised salary system in Jinyuan Real Estate Company adopts salary mode based on performance when fixing salaries. When assessing salaries of sales staff, the marketing center takes the salary structure including annual basic salary, bonus and performance review, sales commissions, team commissions, welfare and allowance into consideration. Annual basic salary consists of two parts. They are basic monthly salary (80 percent) and bonus of year for efficient assessment (20 percent). In order to maintain the enthusiasm of sales staff in the process of after service, 30 percent of team commissions and bonus for excellent performance are distributed once every three months, and 50 percent of them are distributed in the end the year, with the last 20 percent distributed when closing real estate. Sales commissions of sales staff are distributed in three times. 70 percent are distributed when purchasing money for real estate is collected, 20 percent in the end of the year, 10 percent when closing. There must be some drawbacks in implementing the revised salary system of sales staff in Jinyuan Real Estate Company. This thesis offers the supporting program in implementing the revised salary system, including institution building, corporate culture construction, employee training and performance evaluation.Under the current financial crisis, the scientific achievements of this thesis are of great significance for the design of salary system of sales staff in medium and small-sized real estate enterprises which are about to recover. In addition, it has the meaning for reference in designing more motivating salary system in this kind of enterprises.