市場營銷外文翻譯---銷售人員的激勵(lì)

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(lì)</p><p>　　各種類型的銷售工作所必需的熱情與動(dòng)力要求銷售

33、人員得到高度激勵(lì)。這一事實(shí)以及銷售的競爭性解釋了為什么對(duì)銷售人員的物質(zhì)激勵(lì)得到如此廣泛地運(yùn)用。這些激勵(lì)計(jì)劃必須能夠?yàn)榧訌?qiáng)團(tuán)結(jié)和信任提供激勵(lì)的來源。激勵(lì)對(duì)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(lì)計(jì)劃的特殊需要</p><p>　　銷售人員的激勵(lì)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(dòng)、銷售競爭、需求的變化及銷售區(qū)域的特點(diǎn)都會(huì)影響個(gè)人的銷售記錄。因此，不能單單以銷售額作為評(píng)價(jià)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(lì)計(jì)劃時(shí)，經(jīng)理們常常對(duì)如何對(duì)銷售人員的額外努力進(jìn)行獎(jiǎng)勵(lì)和補(bǔ)償那些目前并沒有直接和立刻增加銷售額的活動(dòng)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(píng)估 </p><p>　　全方位評(píng)估，又稱“360度績效評(píng)估制度”，最早由被譽(yù)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(shí)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(gè)角度來了解個(gè)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(píng)估，被評(píng)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(gè)人認(rèn)為：評(píng)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(píng)鑒”可能是最好的。</p&

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

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

39、沒有下屬彼此之間多。在這種上級(jí)與下屬接觸的時(shí)間不多，彼此之間的溝通也非常少的情況下，上級(jí)要對(duì)部屬做績效評(píng)估也就非常困難。但相反地，下屬彼此間工作在一起的時(shí)間很長，所以他們相互間的了解反而會(huì)比上級(jí)與部屬更多。此時(shí)，他們之間的互評(píng)，反而能比較客觀。而且，部屬之間的互評(píng)，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(píng)估方式中，就列有同級(jí)評(píng)價(jià)一項(xiàng)。據(jù)該公司的人力資源部經(jīng)理表示，這種考評(píng)方式在評(píng)估準(zhǔn)確度上，并不會(huì)比上級(jí)主管的考

40、評(píng)效果差。而且同級(jí)評(píng)價(jià)的方式還可以補(bǔ)足上司對(duì)下屬評(píng)估的缺陷。而評(píng)估的結(jié)果，亦可讓下屬了解在同事眼中，自己在團(tuán)隊(duì)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(píng)估的結(jié)果用于提拔人才時(shí)，同級(jí)評(píng)價(jià)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(píng)價(jià)</b></p><p>　　由部屬來評(píng)價(jià)上司，這個(gè)觀念對(duì)傳統(tǒng)的人力資源工作者而言似乎有點(diǎn)

41、不可思議。但隨著知識(shí)經(jīng)濟(jì)的發(fā)展，有越來越多的公司讓員工評(píng)估其上級(jí)主管的績效，此過程稱為upward feedback(向上反饋)。而這種績效評(píng)估的方式對(duì)上級(jí)主管發(fā)展?jié)撃苌系拈_發(fā)，特別有價(jià)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(qiáng)？若自己對(duì)自己的了解與部屬的評(píng)價(jià)之間有太大的落差，則主管亦可針對(duì)這個(gè)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(duì)上級(jí)主管的評(píng)估，會(huì)對(duì)其管理才能的發(fā)展有很大的裨益。

42、</p><p><b>　　客戶的評(píng)價(jià)</b></p><p>　　客戶的評(píng)價(jià)對(duì)從事服務(wù)業(yè)、銷售業(yè)的人員特別重要。因?yàn)槲ㄓ锌蛻糇钋宄T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(píng)估的制度上不妨將客戶的評(píng)價(jià)列入評(píng)估系統(tǒng)之中。事實(shí)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(píng)估方式(如評(píng)選最佳服務(wù)人員)。因?yàn)?/p>

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(huì)定期以抽樣的方式，請(qǐng)顧客評(píng)估該公司客戶服務(wù)人員的服務(wù)成績。 </p><p><b>　　主管的評(píng)價(jià)</b></p><p>　　主管的評(píng)價(jià)是績效評(píng)估中我們最常見的方式，即績效評(píng)估的工作是由主管來執(zhí)行。因此身為主管必須熟悉評(píng)估方法，并善用績效評(píng)估的結(jié)果作為指導(dǎo)部屬，發(fā)展部屬潛能的