华星行汽车销售人员薪酬体系建设

　　摘 要

　　中国目前主要的汽车销售模式是“4S 店”模式，即汽车生产者委托特定的汽车销售者销售车辆、供应汽车零部件、对售出的汽车提供售后服务、为汽车生产者反馈信息。4S 店主要的营利环节就是对售出的汽车提供售后服务。因而，汽车销售的数量决定了 4S 店的营利状况。但是，为了提高市场占有率，汽车生产者不断增加委托销售者的数量，这使得 4S 店之间的竞争日趋炽烈。可以毫不夸张的说，优秀的汽车销售人员是使 4S 店生存发展的源泉，如何吸引和留住优秀的汽车销售人员是 4S 店要直面的重要课题。

　　华星行公司成立于 2013 年 7 月，是一家梅赛德斯-奔驰 4S 店。由于缺乏完善的汽车销售人员薪酬体系，其汽车销售人员的流动性大，稳定性较差。本文结合需求层次理论、人性假设的 Y 理论、公平理论等与薪酬激励相关的理论，运用访谈法和问卷调查法对华星行公司现行的汽车销售人员薪酬体系进行了分析。笔者发现，华星行公司现行的汽车销售人员薪酬体系存在的主要问题有：

　　基本工资与可变薪酬比例设置失当、销售目标设定不合理、薪酬考核方式单一、忽视非经济性报酬。

　　为解决前述问题、完善华星行公司汽车销售人员的薪酬体系，笔者在明确薪酬战略、充分调研同行业薪酬水平、设定合理的岗位等级标准的基础上，不但设计了具有足够激励性的直接薪酬优化方案，还补充了灵活多样的间接薪酬优化方案。其中，直接薪酬优化方案主要包括：从基础工资及整车销售提成比例优化设计、增值业务绩效考核优化设计和客户满意度考核；间接薪酬优化方案主要包括：带薪年假、员工购车补助等措施。

　　同时，为保障笔者重置的汽车销售人员薪酬体系优化方案能够得到切实有效的运行，本文还提出了四项保障措施：以公司领导充分重视为前提，以良好的企业文化为支撑，以科学、规范的人力资源管理制度为保障，并结合企业实际经营业绩进行合理的调整。

　　关键词：4S 店、薪酬体系、销售人员、优化

　　Abstract

　　Currently the major automobile sales model in China is “4S shop” mode, aspecific vehicles seller, which is commissioned by the automobile producers to sellthe vehicles.4S shop mainly supply the auto parts, provide after-market service,messages feedback. The major profit sector for the 4S shop is to provide after-salesservice for the sold cars. Thus, the number of car sales determines the profit situationof the 4S shop. However, in order to increase the market share, the automobileproducers keep on increasing the number of the commissioned sales companies,which cause a more tense competition between the 4S shops. It is not exaggerate tosay that excellent 4S shop sales staff is vital to the survival and development of the4S shop, how to attract and retain excellent car sales staff is an important issue for the4S shop to face up with.

　　Huaxinghang Company was founded in July 2013, which is a Mercedes - Benz4S shop. Due to lack of proper car sales staff salary management system, the liquidityof the car sales staff is quite frequent; the stability of the car sales staff is poor. In thisessay, the writer use the Y theory, equity theory ,hierarchy of needs theory, humanassumptions and the other theories, associated with the use of the interviews andquestionnaires methods to analyze the Huaxinghang Company 's existing car salesstaff salary management system. The author found out that the main problems of theHuaxinghang Company 's existing car sales staff salary management systemincluding: the basic salary and variable pay ratio is improperly set, the sales target isunreasonable , the assessment methods are simple, ignoring the non-economicrewards.

　　In order to solve the problems mentioned above, improve the salary managementsystem of the Huaxinghang Company , the author explicit the salary strategies,investigate the pay levels among some 4S shops, setting reasonable standards, afterall the jobs done, the writer not only design some direct salary optimization proposalswith sufficient incentives but also add some flexible indirect optimization programs.

　　Among them, the direct remuneration optimization programs include: optimizeddesign from the basic salary and commission percentage of vehicle sales, value-addedservices optimize design and performance evaluation of customers' satisfactionassessments; indirect remuneration optimization programs include: paid leave,employee car allowance and other measures.

　　Meanwhile, in order to make the reset of the car sales staff 'salary managementsystem optimization programs can be effectively run, this paper proposes foursafeguards: the company manager's full attention, the well cultural environment, thescientific and standardized system, combined with the adjustments which is decidedby the actual results of the companies' situation.

　　Keywords:4S shops, salary system, sales personnel, optimize.

    目 录

　　第 1 章 绪 论

　　1.1 研究背景

　　1.2 研究意义

　　1.3 研究方法与内容

　　第 2 章 华星行公司销售人员薪酬体系现状及问题分析

　　2.1 公司概况和销售人员薪酬体系现状

　　2.2 公司销售人员薪酬管理存在的问题

　　2.3 公司销售人员薪酬管理存在问题的成因分析

　　第 3 章 华星行公司销售人员薪酬体系优化设计

　　3.1 薪酬体系优化的整体原则及设计流程

　　3.2 公司销售人员直接薪酬优化设计

　　3.3 公司销售人员间接薪酬优化设计

　　第 4 章 华星行公司销售人员薪酬体系优化方案实施的保障

　　4.1 销售人员薪酬体系优化方案的组织保障

　　4.2 销售人员薪酬体系优化方案的文化保障

　　4.3 销售人员薪酬体系优化方案的制度保障

　　4.4 销售人员薪酬体系优化方案的成本保障

　　结 论

　　参考文献

　　致 谢