Research On Performance Management System Of G Exhibition Company

With the accelerated process of economic globalization and increasingly frequent international exchanges, conferences and exhibitions, as the important way of economic and cultural exchange, are receiving widespread attention around the world. Conference and exhibition industry is a modern urban economic development lever for the development of urban economy, giving tremendous stimulus especially to the service sector. Convention and exhibition activities, while resulting in huge economic benefit in itself, it is also capable of forming, to a high degree, the clusters of people, commodities, capital and technology, promoting the development of related industries such as accommodations, catering, tourism, communications, advertising, commerce, etc., which, in general, result in enormous spillover effects. The economic pull effect of MICE industry to related industries is up to1:9, which means1Yuan income of MICE industry brings9Yuan to other related supporting industries such as services industry, tourism, advertising, catering, communications and other industries.With the continuous optimization and enhancement of Yangzhou’s conference and exhibition industrial environment, many domestic companies have entered the local market. Systematic and continuous performance management is an important indicator of the modern management in domestic enterprise, but also an important guarantee for the Company G to participate in market competition. Researching on conference and exhibition Business performance management, selecting performance management tools featured for the company and creating workable performance management system are conducive to improve performance and strengthen the competitiveness of companies in conference and exhibition business.This paper, firstly, describes the concept of the conference and exhibition industry and performance management theory, then set the rebuilding of the performance management system of the conference and exhibition company G as a case study by researching and analyzing on the firm’s current performance management situation to identify the problems and causes of Company G in performance management. After reviewing of the relevant studies on the performance management of conference and exhibition companies and the Balanced Scorecard, learning successful cases related to corporate performance management, I sum up difficulties and countermeasures of performance management of the same type in this business. Combining with the company’s own situation, I propose a performance management system design based on the Balanced Scorecard. Based on Company G’s strategic objectives, in accordance with aspects in the financial, customer, internal processes and learning and growth levels of the balanced scorecard, I decompose the company’s strategic objectives from top to bottom to build the company-level balance scorecard, then according to the responsibility of departments and job requirement, I further decompose the strategic objectives to develop a departmental and employee level balanced scorecard. Finally, through detailed description on the establishment of performance management agencies, developing performance plans, performance implementation, performance evaluation, performance feedback and interviews, and results application, I state clear how to ensure the effective implementation of performance management system based on the BSC.Through a combination of theoretical and practical approach, I put performance management system based on the BSC into use on the conference and exhibition industry, providing practical experience in the application of the Balanced Scorecard, and making up for the general lack of effective performance management among small and medium sized enterprises of the conference and exhibition. It is of reference value for the improvement of the performance management level of the same type of conference and exhibition companies.