市場營銷外文翻譯---銷售人員的激勵

1、<p><b>　　外 文</b></p><p>　　[1]Sales Incentives</p><p>　　The enthusiasm and drive required in most types of sales work demand that sales employees be highly motivated. This fact,

2、as well as the competitive nature of selling, explains why financial incentives for salespeople are widely used. These incentive plans must provide a source of motivation that will elicit cooperation and trust. Motivatio

3、n is particularly important for employees away from the office who cannot be supervised closely and who, as a result, must exercise a high degree of self-disc</p><p>　　Unique Needs of Sales Incentive Plans&l

4、t;/p><p>　　Incentive systems for salespeople are complicated by the wide differences in the types of sales jobs. These range from department store clerks who ring up customer purchases to industrial salespeople

5、 from McGraw-Edison who provide consultation and other highly technical services. Salespeople's performance may be measured by the dollar volume of their sales and by their ability to establish new accounts. Other me

6、asures are the ability to promote new products or services and to provide various for</p><p>　　Performance standards for sales employees are difficult to develop, however, because their performance is often

7、affected by external factors beyond their control. Economic and seasonal fluctuations, sales competition, changes in demand, and the nature of the sales territory can all affect an individual's sales record. Sales v

8、olume alone therefore may not be an accurate indicator of the effort salespeople have expended.</p><p>　　In developing incentive plans for salespeople, managers are also confronted with the problem of how to

9、 reward extra sales effort and at the same time compensate for activities that do not contribute directly or immediately to sales. Furthermore, sales employees must be able to enjoy some degree of income stability.</p

10、><p>　　[2]360-degree performance assessment </p><p>　　Enterprises exist mainly in the pursuit of profit, the pursuit of growth, and achieve sustainable business purposes. But in the course of busin

11、ess of raw materials, capital and equipment are required by the "person" can operate. Therefore, how to let the limited raw materials, equipment, and funds created endless profits, human resources play a very i

12、mportant role. A lot of human resources in enterprises, "manager" towards the success of the enterprise is at stake. The manager must often make ma</p><p>　　What is an assessment </p><p&

13、gt;　　Comprehensive assessment, also known as the "360-degree performance appraisal system," the earliest known "symbol of the United States forces" model enterprise Intel first proposed and implemente

14、d. It refers to the staff themselves, supervisors, direct subordinates, peers, colleagues and even customers, the all-round perspective of the performance of individual understanding : communication skills, interpersonal

15、, leadership and administrative capabilities : : Through this ideal performance asses</p><p>　　What is self-evaluation </p><p>　　The so-called self-evaluation means : Let the manager's perfo

16、rmance against its own performance in the period, or to assess their performance based on the performance and capacity of the future and set goals accordingly. When employees to do their own assessment, usually lower sel

17、f-defense awareness and thereby understand his own shortcomings and thereby to strengthen, develop or add to their own inadequacies. </p><p>　　Generally speaking, employees are usually the result of self-ass

18、essment and evaluation of different supervisors. And the evaluation of supervisors or colleagues compared regular staff will give their own high scores. Therefore, the use of self-assessment should be particularly carefu

19、l. In return for the higher self-assessment, evaluation and staff should know that their self-assessment may have differences, and may form the rigid positions of the two sides, and this is the use of self-assessment<

20、/p><p>　　Members of the evaluation </p><p>　　Members of the evaluation is to assess the performance of each of my colleagues that the way to achieve performance evaluation purposes. For some work,

21、sometimes with the superior and subordinate time and communication opportunities, but not between subordinate. In such superior and subordinate contacts are short of time, have very little communication between the cases

22、, superior to the performance assessment will be very difficult to establish. But on the contrary, among subordinates work toget</p><p>　　Subordinate evaluation </p><p>　　By the Ministry to eval

23、uate supervisors, the traditional concept of human resources, workers seem to be a bit incredible. However, as the development of the knowledge-based economy, a growing number of companies allow employees to assess their

24、 level of competence performance, the process known as upward feedback (positive feedback). This approach to performance assessment of the development potential for the development of superior, particularly valuable. Fee

25、dback through subordinate managers, c</p><p>　　Customer evaluation </p><p>　　Clients in the evaluation of services, marketing, personnel of particular importance. Because only the most clear cus

26、tomer relations staff in customer service, marketing skills and attitude to performance. Therefore, in similar related industries, the performance assessment system in the evaluation could be included in the assessment s

27、ystem customers. </p><p>　　In fact, the number of services (for example : the financial industry, catering industry, etc.) often use such performance assessment (such as the selection of best service personn

28、el). Because service quality of service, customer service attitude by most clearly. As far as I know, many renowned domestic companies customer service department will periodically to sample the way, please assess the cu

29、stomer service performance of the company customer service personnel. </p><p>　　For the evaluation of </p><p>　　For the assessment of our performance evaluation is the most common way that perfo

30、rmance is assessed by a competent implementation. As for the need to become familiar with the assessment methods, and use of performance assessment results as guidance units, the development potential of important comman

31、ds weapons. </p><p>　　[1] George Bohlander sott snell Managing Human Resources[M]. Dongbai University of Finance & Economics press 2003.10 P437-438</p><p>　　[2] George Bohlander sott snell M

32、anaging Human Resources[M]. Dongbai University of Finance & Economics press 2003.10 P343-345</p><p><b>　　外文翻譯</b></p><p>　　[1]銷售人員的激勵</p><p>　　各種類型的銷售工作所必需的熱情與動力要求銷售

33、人員得到高度激勵。這一事實以及銷售的競爭性解釋了為什么對銷售人員的物質(zhì)激勵得到如此廣泛地運用。這些激勵計劃必須能夠為加強團(tuán)結(jié)和信任提供激勵的來源。激勵對那些遠(yuǎn)離辦公室，難以監(jiān)督因而要求其自律的員工尤其重要。</p><p>　　銷售激勵計劃的特殊需要</p><p>　　銷售人員的激勵體系由于各種銷售工作的差異而變得復(fù)雜化。從百貨商店督促顧客購買的店員到麥格勞-愛迪生公司的推銷員向顧客提供

34、咨詢和其他高技術(shù)服務(wù)，都體現(xiàn)了這種復(fù)雜性。推銷員的績效可以根據(jù)他們的銷售額和他們與新客戶建立關(guān)系的能力來衡量。其衡量標(biāo)準(zhǔn)包括推出新客戶或服務(wù)的能力和提供那些并不馬上產(chǎn)生銷售額的顧客服務(wù)和幫助的能力等。</p><p>　　然而，銷售人員的績效標(biāo)準(zhǔn)很難制定，原因是其績效經(jīng)常受他們不可控制的外部因素的影響。經(jīng)濟(jì)或季節(jié)性波動、銷售競爭、需求的變化及銷售區(qū)域的特點都會影響個人的銷售記錄。因此，不能單單以銷售額作為評價銷售

35、人員所做努力的確切指示，</p><p>　　在制定銷售人員的激勵計劃時，經(jīng)理們常常對如何對銷售人員的額外努力進(jìn)行獎勵和補償那些目前并沒有直接和立刻增加銷售額的活動常常迷惑不解。而且，銷售人員必定喜歡一定程度上的收入穩(wěn)定。</p><p>　　[2]360度績效評估 </p><p>　　全方位評估，又稱“360度績效評估制度”，最早由被譽為“美國力量象征”的典范

36、企業(yè)英代爾首先提出并加以實施的。它是指由員工自己、上司、直接部屬、同仁同事甚至顧客等全方位的各個角度來了解個人的績效：溝通技巧、人際關(guān)系、領(lǐng)導(dǎo)能力、行政能力……通過這種理想的績效評估，被評估者不僅可以從自己、上司、部屬、同事甚至顧客處獲得多種角度的反饋，也可從這些不同的反饋清楚地知道自己的不足、長處與發(fā)展需求，使以后的職業(yè)發(fā)展更為順暢。我個人認(rèn)為：評估經(jīng)理人管理才能的方式很多，但“360度全方位管理才能評鑒”可能是最好的。</p&

37、gt;<p><b>　　何謂自我評價</b></p><p>　　所謂的自我評價是指：讓經(jīng)理人針對自己在工作期間的績效表現(xiàn)，或根據(jù)績效表現(xiàn)評估其能力和并據(jù)此設(shè)定未來的目標(biāo)。當(dāng)員工對自己做評估時，通常會降低自我防衛(wèi)意識，從而了解自己的不足，進(jìn)而愿意加強、補充自己尚待開發(fā)或不足之處。一般來說，員工自我評估的結(jié)果通常會與上級主管的評價有出入。與上級主管或同事的評價相比較，員工常會給

38、予自己較高的分?jǐn)?shù)。因此，使用自我評估時應(yīng)該特別小心。而上級在要求部屬自我評估時，應(yīng)知道其評估和員工的自我評價可能會有差異，而且可能形成雙方立場的僵化，這也是使用自評時應(yīng)特別注意的事項。</p><p><b>　　同事的評價</b></p><p>　　同事的評價，是指由同事互評績效的方式，來達(dá)到績效評估的目的。對一些工作而言，有時上級與下屬相處的時間與溝通機會，反而

39、沒有下屬彼此之間多。在這種上級與下屬接觸的時間不多，彼此之間的溝通也非常少的情況下，上級要對部屬做績效評估也就非常困難。但相反地，下屬彼此間工作在一起的時間很長，所以他們相互間的了解反而會比上級與部屬更多。此時，他們之間的互評，反而能比較客觀。而且，部屬之間的互評，可以讓彼此知道自己在人際溝通這方面的能力。 例如北京某外企的績效評估方式中，就列有同級評價一項。據(jù)該公司的人力資源部經(jīng)理表示，這種考評方式在評估準(zhǔn)確度上，并不會比上級主管的考

40、評效果差。而且同級評價的方式還可以補足上司對下屬評估的缺陷。而評估的結(jié)果，亦可讓下屬了解在同事眼中，自己在團(tuán)隊合作、人際關(guān)系上的表現(xiàn)如何。另外該公司亦表示，如果要將績效評估的結(jié)果用于提拔人才時，同級評價這種方式往往能達(dá)到使眾人信服的效果。 </p><p><b>　　下屬的評價</b></p><p>　　由部屬來評價上司，這個觀念對傳統(tǒng)的人力資源工作者而言似乎有點

41、不可思議。但隨著知識經(jīng)濟(jì)的發(fā)展，有越來越多的公司讓員工評估其上級主管的績效，此過程稱為upward feedback(向上反饋)。而這種績效評估的方式對上級主管發(fā)展?jié)撃苌系拈_發(fā)，特別有價值。管理者可以通過下屬的反饋，清楚地知道自己的管理能力有什么地方需要加強？若自己對自己的了解與部屬的評價之間有太大的落差，則主管亦可針對這個落差，深入了解其中的原因。因此，一些人力資源管理專家認(rèn)為，下屬對上級主管的評估，會對其管理才能的發(fā)展有很大的裨益。

42、</p><p><b>　　客戶的評價</b></p><p>　　客戶的評價對從事服務(wù)業(yè)、銷售業(yè)的人員特別重要。因為唯有客戶最清楚員工在客戶服務(wù)關(guān)系、行銷技巧等方面的表現(xiàn)與態(tài)度如何。所以，在類似的相關(guān)行業(yè)中，在績效評估的制度上不妨將客戶的評價列入評估系統(tǒng)之中。事實上，目前國內(nèi)一些服務(wù)業(yè)(例如：金融業(yè)、餐飲業(yè)等)就常常使用這種績效評估方式(如評選最佳服務(wù)人員)。因為

43、服務(wù)人員的服務(wù)品質(zhì)、服務(wù)態(tài)度唯有顧客最清楚。據(jù)我所知，國內(nèi)很多知名公司的客戶服務(wù)部門，就會定期以抽樣的方式，請顧客評估該公司客戶服務(wù)人員的服務(wù)成績。 </p><p><b>　　主管的評價</b></p><p>　　主管的評價是績效評估中我們最常見的方式，即績效評估的工作是由主管來執(zhí)行。因此身為主管必須熟悉評估方法，并善用績效評估的結(jié)果作為指導(dǎo)部屬，發(fā)展部屬潛能的