How to establish a marketing performance management mechanism

According to research, a turnover rate of around 15 is a suitable ratio. And now Company A's turnover rate is as high as 60%, which will definitely have a serious impact on the company's market development and expansion. In order to cope with the shortage of marketing personnel, the company continues to publish recruitment information in various media and recruit personnel at various talent exchange meetings. However, marketing personnel still continue to resign and leave like a revolving door. go. Analysis: In fact, this case shows that the company has errors in human resources management of market personnel. After a comprehensive diagnosis of Company A’s marketing system, we found that Company A has the above-mentioned problems in the human resource management of marketing personnel for several reasons: 1. Managers have no concept of modern human resource management at all; Company A is a township enterprise Developed in the past, it has always been the boss's "family world". In the past, in the industrial market, relying on the advantages of interpersonal relationships, it can be said that it was handy. However, with the development of the market economy, and the focus of business operations has shifted from traditional purchasing and selling to In the transformation of marketing, corporate marketing measures have made corresponding changes, but there has been no corresponding change in the most critical factor in the marketing system, human resource management. 2. Lack of effective marketing performance management mechanism; During the consultation process, we learned that the compensation system of Company A’s marketing personnel is not quantified at all, and the “impression and attendance” model is still the main line of the company’s compensation management. The prescribed salary system does not play a very good motivating role. Especially in the promotion stage of new products and when the market is not fully opened, only the commission system is implemented for marketers, which will make marketers feel insecure. And choose to leave. 3. There is no sound marketing personnel training mechanism within the enterprise; training is also an investment, and training is not only the premise of management, but also the process and means of management. However, because Company A does not have a sound training and management system for marketing personnel, the marketing personnel cannot grasp the pulse of the company's market management and are not truly integrated with the company. 4. There is no excellent corporate culture within the company. The quality of corporate culture is very important to the formation of a company's cohesion and centripetal force. A company with an excellent corporate culture has an environment that allows people to stay. It should abandon the extensive management system of the past and emphasize the company's own core values ??and entrepreneurial spirit. The traditional command-and-control model is ineffective in ensuring business success because your key resources reside in the minds of your employees. Only by truly understanding the expectations and needs of employees, developing a new relationship between employees and the company, and using corporate culture to create a family atmosphere. Only in this way can employees release their energy instead of being squeezed out of it. Regarding the situation of Company A, we believe that adjustments should be made from the following aspects: 1. Determine the focus of human resource management of marketing personnel. Marketing human resource management includes two parts: high-level marketers and basic marketers. High-level personnel include marketing line managers, experienced senior personnel, and marketing personnel who are knowledgeable, energetic, motivated, and have a deep understanding of the market. They constitute the main body of marketing personnel, but it is also because these people have comparative Ordinary employees have richer experience and capabilities in market development and management, and therefore have the most requirements. They are also the easiest to be poached and are prone to "job-hopping". Of course, their departure will bring greater losses to the enterprise. It is because they control the market of many companies, and secondly, it is difficult for companies to find suitable personnel to replace them. The other type is general sales personnel, such as after-sales service personnel and office staff. Only with them can the entire sales system be made up of a flesh-and-blood whole. How to manage these two types of market personnel is an important issue faced by every enterprise. As competition intensifies, the flow of high-performing personnel in human resources, especially the talent part, is increasing, which requires enterprises to have Clear human resources development and management system. The development and management of human resources in enterprises includes two aspects: development and management, unblocking and straightening out investment, training, recruitment and other links in human resources, improving the productivity of human resources, tapping the potential of human resources, and regenerative capabilities.

At the same time, establish a complete human resources performance evaluation system and incentive mechanism to make effective use of human resources. Specifically, it means doing the following four steps: Selecting people, cultivating people, using people, motivating people. In view of the marketing system issues of Company A, Zhibo Enterprise Management Consulting Company mainly focuses on introducing the concept of human resources management and adopting a flexible performance management mechanism for marketing personnel. It also pays attention to the construction of corporate culture and the management training of marketing personnel, so as to help the enterprise from the entire marketing system. Carry out reinvention. After fully investigating the company's problems, we focused on solving the following problems: 1) Employee loyalty and customer satisfaction; 2) Matching of abilities and rewards; 3) The turnover problem of high-stakes marketing personnel. is the foundation, and the market is the key. Company A's timely development of new products with broad market prospects is only the first step for the company to create greater wealth, and these must be achieved by the market. Front-line sales staff stand at the forefront of market marketing and have the best understanding of market conditions. They compete face-to-face with competitors. Their words and deeds represent the image of the company, and even the quality of their performance directly reflects the company. Profit indicators. At the same time, Company A has also established an early warning mechanism for corporate personnel turnover and "job hopping" to solve problems in a timely manner. Another point is that the company has also established a clear human resources flow system. For an enterprise, the normal flow of human resources, especially talents, is appropriate and necessary, but the key is that the company should turn the disorderly flow into an orderly one. sequence status. 2. Strengthen the performance management of marketing personnel. There are currently three misunderstandings in performance management: 1) The assessment indicators used by the company are unreasonable; 2) The company's salary policy neither motivates nor stabilizes employees; 3) Market managers and regional managers , After-sales service personnel lack necessary training. The four steps of performance management: Establishing an incentive mechanism for marketing management in modern enterprises is especially important for marketers. Performance management can generally be divided into four steps: Goal design process monitoring, implementation, examination, reward development During the goal design process, Responsibilities must be clearly defined, and the design of goals must be specific, quantified, and realistic. It must also meet time requirements and even require the approval of marketing personnel to be effective. The monitoring process includes three steps: incentive, feedback and feedback. Incentives are multi-faceted, including material and spiritual. Although material is important, the spiritual incentives of marketers must also be fully considered. The inspection should be based on two aspects: the marketing personnel's business capabilities and their loyalty to the enterprise. Rewarding development is the most important part of the entire performance management. How to use performance management methods to drive the development of the enterprise is the fundamental purpose of the enterprise. Performance pay system is one of the most effective management tools for enterprises to seek business success. It can fully reflect the value and importance of employees. The target annual salary system establishes an incentive mechanism for modern enterprise employees, provides attractive salaries to marketing personnel, and does not set salaries based on subjective wishes. Targeting the initial market transformation of Company A and the period when new products have just entered the market, the target annual salary system is adopted. , reasonably determines the reasonable ratio of basic base salary and floating annual salary in salary. The calculation formula is: Target annual salary (X) = Basic annual salary (Y) Floating annual salary (Z) At the same time, at different stages of the market, its basic annual salary (Y) and The proportion of floating annual salary (Z) is also different. In the early stage (Y) is larger, because the market is not well developed at this time, and the development of various markets is uneven. A larger (Y) will increase employees' sense of stability. , when the market is fully distributed and the market enters a stage of good operation, based on certain reasonable comprehensive sales statistics, the proportion of floating annual salary (Z) will be increased to stimulate the initiative of employees and better reflect the role of incentives. .

It should be noted that when we published and discussed this article on some websites, due to space limitations, we did not provide detailed calculation ratios of X, Y, and Z, as well as many related issues and details. Due to different companies, , Different markets have their own characteristics, please consult our relevant experts when specifically adopting it. Process monitoring method After establishing the target annual salary system, Zhibo Enterprise Management Consulting Company has designed a set of monitoring systems for this goal. Different monitoring is given to different development stages of the market, and different countermeasures are adopted for different market processes and stages, that is, changing the ratio of basic annual salary (Y) and floating annual salary (Z). The result is to retain marketing personnel and achieve The cohesive and motivating effect prevents the company from losing a quantitative operating model due to the imbalance of market development in the early stage of the market. Examination of the performance management process After target management is established, marketing personnel need to be examined regularly, and the content includes: Quantitative factors and non-quantitative factors in the market, in order to reduce subjective reasons, conduct reasonable performance management for each market personnel, so that market personnel can objectively understand their own comprehensive capabilities and shortcomings. The result of this is that marketers will naturally have a self-motivated rather than a rebellious mentality. Reward development Marketing personnel are the most dynamic and unstable group of personnel in the company's entire employee system. This requires line managers and human resources managers in the market to adopt a more flexible management method for marketing personnel. When confirming their abilities, more objective factors that are unfavorable to their work should be considered, so that the most objective evaluation can be made. At the same time, we should adopt the principle of "do not use those who are suspicious, and do not doubt those who are employed". With a sound system, we should give full play to the autonomy of each marketing personnel, fully listen to the opinions of market personnel, respect the opinions of market personnel, encourage advanced, Rewarding development is the company's management purpose for market personnel. 3. Pay attention to the construction of corporate culture. Corporate culture is a special management model that emphasizes the cultural concept that companies should be "people-oriented". It enables companies to form strong cohesion and centripetal force through the instillation of corporate values ????of corporate spirit. Like McDonald's chain operation, it is not only a chain operation enterprise, but also a chain operation culture. Therefore, the McDonald's you will eat is the same anywhere in the world, and its store layout and service methods are the same. This is a special McDonald's culture in addition to various organizations and quality systems. However, we often see some companies that have not formed a core corporate culture within the enterprise, or have formed a core corporate culture, but the culture of their subsidiaries and offices is not consistent with the culture of the head office. The inconsistency between special office culture and company culture will pose a great challenge to the formation of a unified market network and market management. Therefore, Company A, with the help of a business management consulting company, processed, integrated, recreated and summarized the company's internally chaotic culture, and established a fixed and unique charm from the surface to the deep. Corporate culture. This will enhance the cohesion of marketers, shorten the distance with the company, and make them share the same destiny with the company. The company not only enhances the cohesion of marketers by establishing its own corporate culture, but also instills corporate culture into marketers. , through their marketing channels through the company market, the company's corporate culture can be transmitted to dealers and customers, thereby achieving the purpose of cultural marketing, which has a very good effect on the establishment of corporate brands. Summary In short, the human resource management of marketing personnel is an important topic, and more and more companies are also feeling the difficulty of marketing personnel management.