Research On KSF Compensation Performance Model Of Marketing Staff In BCH Art Museum

With the development of national economy,people's material and cultural life is rich,and people's spiritual pursuit is more and more intense.Collecting and purchasing cultural and artistic works is one of the important manifestations of people's spiritual pursuit.Art galleries,whose main business is collecting and promoting art,are booming day by day.Competition among art galleries is also fierce.The service quality of art galleries plays a key role in the development of art galleries.The high quality service of art galleries needs excellent marketing personnel to provide.Therefore,it is very important for the survival and development of art galleries to study how to motivate the salesmen of art galleries to improve their service quality.KSF,the key success factors,is an important method of performance incentive compensation,which was proposed by William Zani,a professor at Harvard University in 1970.KSF salary full performance model refers to extracting valuable key indicators according to the method of key success factors,managing and evaluating key indicators,and paying salaries according to the value and assessment of key indicators.KSF advocates value self-realization and strengthens the source of motivation,which helps to stimulate their self-learning and self-realization,achieve the development goal of "people do their best",and promote the rapid development and progress of enterprises.At the same time,KSF is also the outbreak point of organizational strength.It directly points to the control of organizational growth and the growth of profits.It is easy to resonate with the self-realization of organizational personnel value and to obtain the balance and consensus of interests between organizations and personnel.KSF compensation full performance incentive mechanism is more suitable for small and mediumsized emerging organizations.BCH Museum of Art is a small and medium-sized emerging organization with modern and contemporary artists as its main business.At present,there are still some problems in the marketing staff,such as insufficient professionalism,insufficient enthusiasm for work,low service quality and large brain drain,which seriously affect the overall business development of art galleries.Therefore,this paper takes the marketing staff of BCH Art Museum as the research object,and finds that there are contradictions in performance appraisal and salary distribution between the marketing staff and the Art Museum by using the methods of objective management,post analysis,behavior observation and expert interview.Then using the concept of KSF salary full performance,it is proposed that marketers can achieve self-worth through selflearning and self-development,which effectively solves the contradiction between marketers and art galleries.The article mainly consists of six parts: the first part: introduction: mainly elaborates the background and significance of KSF performance research,introduces KSF and related performance appraisal at home and abroad,and summarizes research methods and writing ideas;the second part: theoretical research.This paper elaborates the main theories and methods of KSF performance appraisal,which lays a theoretical foundation for the implementation of KSF performance in this paper.Part III: The current situation and problems of KSF performance compensation management for salesmen of Three BCH Art Museum.Through the investigation and analysis of the current situation of BCH Art Museum,the main problems of BCH Art Museum are analyzed.It is found that the assessment is unreasonable,the salary system is unsatisfactory,the incentive mechanism for the medium and long term is lacking,and the professional level can not meet the requirements.Part IV: The full performance design of KSF salary in BCH Art Museum.This paper mainly elaborates the process of establishing KSF performance appraisal system.This paper mainly elaborates the basic operation steps of KSF,the design of long-term incentive mechanism and salary promotion and training.The fifth part describes the problems and solutions of KSF compensation performance in the implementation of BCH Art Museum,such as sales system marketers do not understand the KSF model,the lack of systematic support for the new management mode landing in the Art Museum,and the low feedback salary of some personnel in the implementation process.Eliminate the doubts of marketers and leaders through advocacy.Reshaping the concept of corporate culture and guiding KSF to land smoothly.Make use of K target to ensure KSF landing smoothly.The sixth part: conclusion and prospect.The article mainly puts forward the following views:(1)Establishing the concept of KSF salary performance in art galleries.The key factors that determine job achievement focus on these key factors and regard them as core values,and link the value with salesman's salary and promotion.The key factors of replication and diffusion make it possible to replicate successfully;(2)Changing the goal of art gallery to that of marketing staff,turning "let the marketing staff do it" into "the marketing staff do it on their own initiative",turning the contradiction between art gallery and marketing staff into win-win cooperation,and turning the responsibility of team into the common responsibility of marketing staff;at the same time,promoting the marketing staff to actively enhance their learning ability and improve their ability.Professional and service level,promote the rapid development of art museum,in order to achieve the inheritance of art and culture,to meet the spiritual needs of people in art and culture.(3)Through post value analysis and refining corresponding value indicators,integration of salary,analysis of historical data,setting goals,building KSF value target system,formulating goals,at the same time need to integrate into culture,inspection,planning and incentive four elements.(4)During the operation of KSF performance system,it is necessary to establish corresponding safeguard mechanism,that is,according to the changes of internal and external environment,constantly improve the KSF goal-setting mechanism,strengthen the value guidance of marketing personnel,establish communication mechanism between management and marketing personnel,coordinate department assistance in the implementation process,strengthen the operation of incentive mechanism,promote and coordinate,and establish the unique enterprise culture of art galleries.