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1、对行销售人员激励机制分析 从以期望理论为代表的过程型激励理论与内容型激励理论的观点来看，激励过程的科学性和合理性、激励手段对销售人员个性化需求的满足程度构成了激励的两要素。由此看出,销售人员的激励机制确实有改进的必要。 1销售人员激励体制中不足原因 1.1激励方式单一，过分依靠货币等物质激励手段而忽视精神激励的重要作用，销售人员没有归属感，缺少团队凝聚力。即使在物质激励方面，也是“佣金制”和“提成制”的天下，收入的多少完全依据销售额或利润额的多少，无视死去差异和个人实际努力程度，激励不公现象十分普遍。1.2晋升制度僵硬，论资排辈，讲资历而忽视能力，讲关系而忽视业务水平，人浮于事，优秀人才流失严

2、重，已不再适应市场竞争的需要。1.3多数企业没有完整的培训激励机制，企业只注重“挖人”而非培养，因而满足不了销售人员自我发展的需要。1.4注重短期激励，缺少长期激励，在这种激励机制下，销售人员只能纯粹的打工者，缺少主人翁精神，在个人利益和短期激励的驱动下，难免会做出种种有损企业利益的事情。 与此同时，因为社会缺乏行之有效的评价机制和约束机制，因此未能形成企业和营销人员共同认可并自觉遵守的行为准则。因此营销人员频繁变换公司，公司也不尽心为员工提供发展机会、为员工规划职业生涯，最终难以形成双赢局面。 2 企业营销人员现行主要激励手段 2.1 一种就是物质激励为主，缺乏了精神激励方面。马斯洛的需求层

3、次理论提出，人的需求分为几个不同的层次，低层次的需求满足了以后，会有更高层次的需求出现，并且只有在需求得到满足以后，才会产生激励的效果，对于目前的营销人员，还处于供不应求状态，因此各企业都采取各种方式争夺营销人才，最主要的途径就是利用高薪来吸引营销人才。但对于营销人员来说，他们不仅仅看重个人收入，而且同样注重职业前途发展及个人魅力的展示，需要企业为其提供展现的舞台。 2.2是以短期激励为主，缺乏长期有效的激励措施。欺诈行为尤其中国发展的现阶段在经营领域并不罕见，处于当前体制转变的复杂时期，机会主义思想充斥着各个领域，当然也包括现在的营销领域，缺乏诚信是通病。真正实行员工持股(Employee

4、Stock Ownership)的企业非常少，缺乏了长期激励作用，即使企业实行年薪制，也会产生因追逐高额利润而大肆窜货、盲目承诺、不考虑企业长期利益而影响公司整体营销政策的短期行为。 2.3 薪酬激励规划。建立合理的销售人员薪酬制度。对于大多数企业，用高薪吸引营销人才已使企业工资结构线出现偏离，以致公司的薪酬政策不能体现科学合理性。对于企业首先应确定本企业在行为中的地位，在参考本地区经济水平和发展状况的基础上制订本公司的工资结构线，依据工作岗位及其创造价值的大小支付工资。薪酬的制订要兼顾长期激励和短期激励相结合的原则，薪酬设计可根据企业所处的成长阶段选择相应策略。处于迅速发展阶段的企业可采用高

5、弹性模式，以高奖金促发展；处于正常发展或成熟阶段的企业要增加持股比例，保证企业稳定发展。因此薪酬设计可包括基本薪资、业务奖金、员工持股、保险和福利几部分，根据企业发展阶段调整各部分比例，实现短期激励与长期激励的有机结合。 2.4 非物质激励规划。在非物质激励手段的选择上，应以研究需要的内容型激励理论为指导，充分考虑销售人员的个性化需求。以成就需要作为主导需要的销售人员，其强烈的成就动机本身就是最大的激励。给予他们富有挑战性高难度的工作任务，提供培训的机会来提高营销技能，拓宽视野，都是非常具有吸引力的激励手段。以权力需要为主导需要的销售人员渴望得到上司和同事的认可与尊重，渴望自我管理权限的扩大，

6、培养他们进入管理层，或进入参与管理的某种委员会，具有非常大的激励作用。以关系需要为主导需要的销售人员更愿意维系老客户，能够为客户提供优质服务。但由于自身成就动机并不强烈，相对来说是难以激励的。更具弹性的薪酬制度、更短的考核周期、更高的考核指标会促使他们提高自己的工作积极性。 2.5 精神激励规划。精神的激励是在把握销售人员内在心理需要及公平公正的基础上，构建积极向上的文化，加大情感投入。企业文化是全体员工认同的共同的价值观，它具有较强的凝聚功能，对稳定员工起着重要的作用。企业文化通过一系列管理行为来体现，如企业战略目标的透明性、分配制度的公平性、职业保障的安全性等，都能反映一个企业所倡导的价值

7、观。构建企业文化的目的就是增加员工的归属感，增加企业的凝聚力，最终实现员工与企业的交融。但是企业文化不是一蹴而就的，它需要引导、灌输、示范、融入、传播等一系列过程。有些公司虽然形成了企业文化，但并未很好的传播，使公司文化没能深入分公司或子公司，因此存在下属公司文化与总公司文化不一致现象。还有公司因对营销职业的非正确理解，认为营销工作非正式性和短期性，因此不注意对营销人员进行企业文化的灌输和培养。我们知道，企业文化通过企业精神、企业价值观的灌输，可使企业形成强大的凝聚力和向心力，缩短公司与员工的距离，并且通过营销人员，把企业文化传输给企业的合作伙伴和顾客，从而达到企业、员工双赢的目的。 Line

8、 sales staff incentives The point of view of the theory of motivation from the the incentive theory expectancy theory, process type and content type line sales staff incentive mechanism to stimulate the process of science and rationality, incentives to meet the individual needs of the sales staff co

9、nstitute incentive of two elements. This shows that indeed there is a need for improvement in the sales staff incentives.Reasons of lack of a sales staff incentive system 1.1 Incentives single currency other substances, over-dependence on incentives, while ignoring the important role of spiritual mo

10、tivation, salespeople do not have a sense of belonging, a lack of team cohesion. Even if material incentives, but also how much commission-based and commission system in the world, income solely on the basis of how much of the sales or profits, ignoring the dead for actual differences and personal e

11、ffort, incentive injustice is widespread.Stiff 1.2 system of promotion, seniority, speak qualifications and neglect the ability level of business and the relationship between the neglect serious loss of overstaffing, talents, no longer meet the needs of market competition.The 1.3 most enterprises do

12、 not complete training incentives, companies focus only on the poaching rather than culture, and thus meet the needs of self-development of the sales staff can not.1.4 focus on short-term incentives, and the lack of long-term incentives, such incentives, sales staff only pure wage, lack of ownership

13、, personal interests and driven by short-term incentives, will inevitably make things the various detrimental to the interests of enterprises . At the same time, because the community lacks effective evaluation and restraint mechanisms, failed to form a business and marketing personnel to recognize

14、and consciously abide by the code of conduct. Marketers frequently transform the company, the company is not dedicated to provide development opportunities for staff, staff planning career, and ultimately difficult to form a win-win situation.2 corporate marketing staff current incentives 2.1 One is

15、 mainly material incentives, lack of mental stimulation. Maslows hierarchy of needs theory, human needs are divided into several different levels, low levels of demand to meet the future, there will be a higher level of demand, and only after the needs have been met, will produce incentives effect f

16、or the current marketing personnel, also in short supply, so companies have taken a variety of ways to compete for the marketing talent, the main way is to use a high salary to attract marketing talent. But for marketers, they not only value the personal income, and the same focus on career developm

17、ent and personal charm of the show, enterprises need to provide a show stage.2.2 is based on short-term incentive-based, and the lack of effective long-term incentives. Fraud, especially at this stage of Chinas development in the area of operation is not uncommon in a complex period of change in the

18、 system the opportunist ideas flooded with various fields, of course, including the areas of marketing, lack of good faith is a common problem. Real implementation of the Employee Stock Ownership (Employee Stock Ownership) is very small, and the lack of long-term incentives, even if the enterprise i

19、s the annual salary system, will produce the pursuit of high profits and big FALSIFYING blind commitment, without considering the long-term interests of the enterprise and impact the short-term behavior of the companys overall marketing policy.2.3 incentive pay plan. Establish reasonable sales staff

20、 remuneration system. For most companies, the marketing talent with high salaries to attract the enterprise wage structure line deviations, so that the companys remuneration policy does not reflect the scientific rationality. Enterprises should first determine the behavior of the enterprise, in refe

21、rence to the level of regional economic and development on the basis of the formulation of the companys wage structure in line, to be paid based on the size of jobs and create value. The remuneration formulation to take into account the principle of long-term incentive and a combination of short-ter

22、m incentive compensation design according to the growth stage of the enterprise in which to select the appropriate strategy. The high elastic mode can be used in a stage of rapid development of enterprises, and to promote development of high bonuses; in normal development or mature stage companies t

23、o increase the stake to ensure the stable development of enterprises. Compensation design may include several parts of the basic salary, business bonuses, employee stock ownership, insurance and welfare, according to the enterprise development stage to adjust the proportion of the various parts of a

24、 combination of short-term incentives and long-term incentive.2.4 Non-material incentives planning. The choice of the non-material incentives should be based on the content type of research needs motivation theory as a guide, take full account of the individual needs of the sales staff. Sales person

25、nel, the need for achievement as the dominant need strong achievement motivation is the biggest incentive. Give them challenging difficult tasks, provide training opportunities to improve their marketing skills, broaden their horizons, are very attractive incentives. The need for power-driven need s

26、ales staff is eager to get the recognition and respect of superiors and colleagues, the desire for self-management authority to expand and develop them into management or access to participate in the management of certain Commission, has a very big incentive. The relationship requires sales staff-le

27、d needs more willing to maintain existing customers, to be able to provide customers with quality service. However, due to their own achievement motivation is not strong, relatively speaking, is difficult to motivate. More flexible pay system, a shorter appraisal cycle, a higher level of assessment

28、indicators will encourage them to improve their work enthusiasm.2.5 spiritual incentive plan. The incentive of the spirit is in the grasp of salespeople inherent psychological needs and the fair and equitable basis, to build a positive culture to increase emotional investment. The corporate culture

29、is the common values of all employees agree, it has a strong cohesion, and plays an important role in the stability of the staff. The corporate culture is embodied by a series of management behavior, such as corporate strategic goals of transparency and fairness of the distribution system, the job s

30、ecurity of security, can reflect the values advocated by a business. The purpose of building a corporate culture is to increase employees sense of belonging, to increase the cohesion of the enterprise, the ultimate blend of employees and enterprises. The corporate culture is not easy, it needs to bo

31、ot, indoctrination, demonstration, integration, and dissemination of a series of processes. Although some companies to form the corporate culture, but not very good communication, company culture branches or subsidiaries did not in-depth, there is the inconsistency of the culture of the culture and

32、the head office of the subsidiary companies. Also due to the correct understanding of the marketing profession, informal and short-term marketing efforts, and therefore do not pay attention to the marketing staff of indoctrination and training of the corporate culture. We know that the corporate cul

33、ture through the inculcation of the spirit of enterprise, corporate values, enables enterprises to form strong cohesion and solidarity, to shorten the distance between company employees and marketing staff, transmitting the corporate culture to business partners and customers, so as to achieve businesses, employees win-win.