How to establish marketing performance management mechanism

According to the research, the turnover rate of about 15% is an appropriate ratio. Now the turnover rate of Company A is as high as 60%, which definitely has a serious impact on the company's market development and expansion. In order to cope with the shortage of marketing personnel, the company constantly publishes recruitment information in various media and recruits personnel at various talent exchange meetings, but the marketing personnel constantly resign and leave like a lantern. Analysis: In fact, this case is that enterprises and marketing personnel have made mistakes in human resource management. Through the comprehensive diagnosis of A company's marketing system, it is found that there are several reasons for the above problems in A company's marketing personnel's human resource management: 1, managers have no concept of modern human resource management at all; Company A developed from township enterprises and used to be the boss's "home". In the industrial market, with the advantage of interpersonal relationship, it can be said that it is handy. However, with the development of market economy, the business focus of enterprises has shifted from traditional purchase and sale to marketing, and the marketing methods of enterprises have also changed, but the most critical factor in the marketing system-human resource management has not changed accordingly. 2. Lack of effective marketing performance management mechanism; During the consultation, I learned that the salary system of marketing staff in Company A is not quantified at all, and the mode of "impression+attendance" is still the main line of company salary management. The wage system has not played a very good role in encouraging, especially in the promotion stage of new products, the market has not been fully opened, and 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, which is the premise, process and means of management. However, due to the lack of a perfect marketing personnel training and management system, Company A failed to grasp the pulse of enterprise market management and did not really integrate with the enterprise. 4. There is no excellent corporate culture within the enterprise. The quality of corporate culture is very important for the formation of cohesion and centripetal force of an enterprise. An enterprise with excellent corporate culture has an environment for people to stay. It should abandon the extensive management system in the past and emphasize its core values and entrepreneurial spirit. The traditional command and control mode has become unable to guarantee the success of the enterprise, because your key resources exist in the minds of your employees. Only by truly understanding the expectations and needs of employees, developing a new relationship between employees and enterprises, and forming a home atmosphere with corporate culture. Only in this way can employees release their energy instead of being squeezed out. In view of the situation of Company A, we think it should be adjusted from the following aspects: 1, to determine the focus of human resource management of marketers. The human resource management of marketing includes two parts: senior marketers and grassroots marketers. Senior personnel include line managers of marketing, experienced senior personnel and a class of marketers who have a deep understanding of the market, knowledge, energy and motivation. They constitute the main body of marketing personnel, but it is precisely because these people have more experience and ability in market development and management than ordinary people that they have the most requirements and are most likely to be cornered and moved easily. Of course, their departure will bring greater losses to the enterprise. First, they have mastered a lot. The other is the general sales staff, such as after-sales service staff and office staff, who constitute the whole sales system as a whole. How to manage these two types of market personnel is an important issue for every enterprise. With the intensification of competition, the turnover rate of high-level personnel in human resources, especially the talent part, is getting higher and higher, which requires enterprises to have a clear human resources development and management system. The development and management of human resources in enterprises, including development and management, dredge and straighten out the links of investment, training and recruitment in human resources, improve the productivity of human resources, and tap the potential and regenerative ability of human resources. At the same time, a set of perfect human resource performance evaluation system and incentive mechanism should be established to make effective use of human resources. Specifically, we should do the following four steps: selecting people, educating people, employing people and inspiring people. Zhibo Enterprise Management Consulting Co., Ltd. mainly focuses on introducing the concept of human resource management, adopting flexible performance management mechanism for marketers, paying attention to corporate culture construction and management training for marketers, and rebuilding the enterprise from the whole marketing system. And under the condition of fully investigating the existing problems of the company, the following problems are determined to be solved: 1) employee loyalty and customer satisfaction; 2) the matching of ability and reward; 3) The brain drain of high-level marketing personnel: the product is the foundation and the market is the key. It is only the first step for company A to develop new products with broad market prospects in time, which will be realized by the market. Front-line salespeople are at the forefront of marketing and know the market best. They face their competitors directly. Their words and deeds represent the image of the company, and even their performance directly reflects the company's profit indicators. At the same time, Company A has also established an early warning mechanism of "job-hopping" of enterprise personnel flow to solve the problem in time. On the other hand, the company has also established a clear human resource flow system. For an enterprise, the normal flow of human resources and special talents is necessary and necessary, but the key is for the company to make its disorderly flow into an orderly state. 2. Strengthen the performance management of marketing personnel. At present, there are three misunderstandings in performance management: 1) the evaluation indicators used by enterprises are unreasonable; 2) The salary policy of the enterprise has no incentive or stabilizing effect on employees; 3) Marketing managers, regional managers and after-sales service personnel lack necessary training. The four steps of performance management: establishing the incentive mechanism of modern enterprise marketing management is particularly important for marketers. Generally speaking, performance management can be divided into four steps: monitoring the implementation of the target design process, assessing and rewarding the development of the target design, distinguishing responsibilities, and making the target design concrete and realistic, which can only take effect if there is a time requirement and even the approval of the marketing staff. The monitoring process includes three steps: encouragement, feedback and feedback. Motivation is various, material and spiritual. Material is important, but the spiritual motivation of marketers must also be fully considered. The investigation should be carried out from two aspects: the professional ability of marketers and their loyalty to enterprises. Incentive development is the most important part of the whole performance management, and how to use the method of performance management to drive the development of enterprises is the fundamental purpose of enterprises. Performance pay system is one of the most effective management tools for enterprises to seek business success, which can fully reflect the value and importance of employees. The target annual salary system establishes an incentive mechanism for modern enterprise employees and provides attractive salary for marketers, rather than setting salary according to subjective wishes. In view of the initial stage of market transformation and the period when new products have just entered the market, the reasonable proportion of basic annual salary and floating annual salary in the salary is determined in the form of target annual salary system, and its calculation formula is: target annual salary (X)= basic annual salary (Y)+ floating annual salary (Z) at different stages of the market at the same time. The proportion of basic annual salary (Y) and floating annual salary (Z) is different. In the early stage, (y) was large, because the market development was not perfect and the development of each market was uneven. (y) Larger, which will increase employees' sense of stability. When the market is fully distributed and enters a good stage of market operation, the floating annual salary (Z) will be increased on the basis of certain reasonable comprehensive sales statistics. It should be noted that when we published and discussed this article on some websites, due to the limitation of space, we did not put forward the detailed operation ratio of X, Y and Z, as well as many related problems and details. Because different enterprises and different markets have their own characteristics, please consult our relevant experts when adopting them. After the established target annual salary system, Zhibo Enterprise Management Consulting Co., Ltd. also designed a set of monitoring system for this goal, giving different monitoring to different development stages of the market and taking different countermeasures in different market processes and stages, that is, changing the ratio of basic annual salary (Y) to floating annual salary (Z). In this way, it not only retains the marketing staff, but also plays a role in cohesion and motivation. The company will not lose a quantitative operation mode because of the unbalanced market development in the early stage of the market. After the establishment of the performance management process, it is necessary to regularly assess the marketing personnel, including quantitative factors and non-quantitative factors in the market, in order to reduce subjective reasons, conduct reasonable performance management for each marketing personnel, and let the marketing personnel objectively understand their comprehensive abilities and deficiencies. This result naturally makes marketers motivated rather than rebellious. Rewarding and developing marketers is the most dynamic and unstable group in the company's entire employee system, which requires line managers and human resources managers in the market to adopt more flexible management methods for marketers. In the case of confirming its ability, more consideration should be given to the objective factors that are unfavorable to its work, so as to make the most objective evaluation. At the same time, we should adopt the principle of "no doubt, no doubt", give full play to the autonomy of each marketer, fully listen to their opinions, respect their opinions, encourage advanced and reward development, which is the main purpose of the company's management of marketers. Third, pay attention to the construction of corporate culture. Corporate culture is a special management mode, which emphasizes the cultural concept of "people-oriented" in enterprises. It instills the enterprise values of entrepreneurship and forms a strong cohesion and centripetal force. Like McDonald's chain operation, it is not only a chain operation enterprise, but also a chain operation culture, so the McDonald's you eat anywhere in the world is the same, and the store layout and service mode are the same. This is a unique culture of McDonald's except for various organizations and quality systems. However, we often see that some companies have not formed a core corporate culture within the enterprise, or have formed a core corporate culture, but the cultures of subsidiaries and offices are not consistent with those of the head office. The inconsistency between special office culture and company culture will be a great challenge to the formation of unified market network and market management. Therefore, with the help of an enterprise management consulting company, Company A has established a set of corporate culture with its own unique charm from appearance to depth by processing, integrating, recreating and summarizing the messy culture hidden inside the enterprise. This can enhance the cohesiveness of marketers, bring them closer to the company, and let them share the same fate with the company. The company not only strengthens the cohesion of marketing personnel by establishing its own corporate culture, but also transmits the corporate culture to dealers and customers through its marketing channels in the company market, thus achieving the purpose of cultural marketing and playing a very good role in establishing corporate brands. In a word, the human resource management of marketers is an important topic, and more and more enterprises also feel the difficulty of marketing personnel management.