Design Of Sales Performance Management System In TP Textile Company

TP textile co.,LTD.Was established in March,2004.The purpose of the company is to revitalize the state-owned assets and extend the industrial chain.The company invests in and manages the legal entity of related state-owned assets for a group company.Full-time engaged in state-owned assets investment,and in the form of holding,participation in the related state-owned assets management,is a functional legal entity.At present,the company has three branches,which are located in different regions and different products,and the headquarters is located in rime city.Company after nearly 15 years of development,in the asset merger and leasing,diversification,industry extension,docking the market and got good grades in such aspects as new product research and development,has made an outstanding contribution for the group company at the same time,also lay a good foundation for future development.Textile industry is fully market-oriented industry,however,how to participate in the competition of state-owned enterprises,adapt to the market environment,marketing is very important,TP textile company limited by system,market participation is not enough,pay attention to internal management,lack of market consciousness,especially the marketing personnel performance appraisal system is not sound,marketers' enthusiasm is not high,confined to the traditional marketing a single product,low value-added products,corporate profits,has become the company one of the main factors for future development.Through interviews and questionnaires,it is found that the problems in the performance appraisal of marketing personnel of TP textile companies are mainly :(1)the company lacks scientific understanding of performance appraisal;(2)no complete performance appraisal system is established;(3)the performance appraisal does not combine with the company's development strategy,which leads to unclear purpose of assessment;(3)the performance appraisal index is simple,the evaluation process and the period are poor planning;(4)neglect the performance communication with the marketing staff during the assessment period;(5)the scale and application of assessment results are unreasonable.The above problems have caused serious adverse effects on the performance of the company and the marketing personnel,personnel allocation and job lifting,personnel training and performance,and communication between superiors and subordinates.In order to solve the above problem,this paper based on the theory of performancemanagement,tolerated because theory,the balanced scorecard theory and the theory of performance evaluation,in combination with the practical situation of enterprises,to follow the strategy orientation,fairness,objectivity and applicability,consistency,participatory and routinization,differentiation,such as the principle of performance appraisal,according to the specific performance management organization and responsibilities permissions,perfect performance appraisal system,the implementation of performance management responsibility and the application of the assessment results of specific design ideas,using the analytic hierarchy process(ahp)to analyze and calculate assessment index,improve the balanced scorecard.In order to ensure the effective implementation of the marketing personnel performance appraisal system,this paper defines the responsibility and authority of the responsible person.It is suggested that the evaluation of marketing personnel should be independent.At the same time,it is necessary to develop a culture of performance management.