基于企业生命周期的销售人员薪酬策略

heyeezixun 发表于 2009-6-17 11:18:00

<A name=_Toc205720206></A><?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p> 
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 90pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 10.0" align=center>                   发布者：合易<A href="http://blog.vsharing.com/Tag/%c8%cb%c1%a6%d7%ca%d4%b4%b9%dc%c0%ed" target=_blank>人力资源管理</A>咨询    
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>星期天的清晨，窗外下着淅淅沥沥的小雨，沉睡的我被电话声惊醒，朋友声音里充满歉意：“又没让你睡成懒觉，确实是十万火急才向你求援，最近公司老总和销售副总就销售人员薪酬的事都要吵起来了，谁也不让步！”她连珠炮一样的说着。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>“哈哈，既然已经吵醒了，就不用说那么快了，慢慢说。”我揉揉眼睛仔细听着。原来，朋友公司的老总和销售副总一个坚持销售人员要高浮动工资，一个坚持高固定工资，谁也说服不了谁（两人都是股东），最后要求她这个人力资源部经理拿方案。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>明白她的问题后，我告诉她，选取什么样的薪酬策略要看企业所处的环境。目前销售人员的薪酬结构一般为固定工资、提成（目标奖金）、福利三部分。采取提成方式和目标奖金方式没有高低之分，各种方法没有更好只有更适合（见图表：提成和目标奖金比较）。同样的采取高底薪还是低底薪也没有高下之分，关键看是要符合企业所处的环境。比方说企业所处的生命周期不同，薪酬策略自然也就不尽一致。<o:p></o:p>
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图表：提成和目标奖金<o:p></o:p></TD></TR>
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<o:p> </o:p></TD>
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提成<o:p></o:p></TD>
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目标奖金<o:p></o:p></TD></TR>
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外部市场环境<o:p></o:p></TD>
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新兴市场<o:p></o:p></TD>
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成熟市场，预测相对准确<o:p></o:p></TD></TR>
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销售人员角色<o:p></o:p></TD>
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类似于经销商，更多依靠个人能力<o:p></o:p></TD>
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公司对销售人员提供的支撑更多<o:p></o:p></TD></TR>
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销售管理水平<o:p></o:p></TD>
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简单粗放式管理<o:p></o:p></TD>
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目标设定等管理能力比较成熟<o:p></o:p></TD></TR></TBODY></TABLE>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 7.8pt 0cm; WORD-BREAK: break-all; TEXT-INDENT: 18.05pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0; mso-para-margin-top: .5gd; mso-para-margin-right: 0cm; mso-para-margin-bottom: .5gd; mso-para-margin-left: 0cm" align=left>一、初创期——创业激情加大浪淘沙<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>初创内的企业通常急于为其主导产品打开市场，由于销售量低，收入和利润都较低，经营性现金流量往往呈现净流出状态。同时，主要业务流程、组织架构和岗位编制等尚不稳定，职责划分不清，常常存在一人多职或职责交叉的现象，主导员工的往往是创业热情，而不是名誉、金钱或制度赋予的法定职位。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>在设计初创期企业销售人员的激励模式前首先了解以下情况：（1）由于属于刚刚成立的企业，企业对销售人员的吸引力和鉴别力恐怕都不高，能够吸引到的员工恐怕都是一些尚未积累销售经验的年轻人；（2）销售人员能够到公司一方面是希望积累经验，另一方面是希望能够成为创业的功臣；（3）由于对企业的未来和老总的诚信没有十足的信心，销售人员更看重短期的激励，长期激励会由于销售人员的“缺乏信心”而效果大减，甚至被认为是对其收入的剥夺；（4）企业的市场经验缺乏，销售人员更多的依靠单兵作战。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>根据初创期的特点，销售人员激励宜采取创业激情加大浪淘沙的模式，所谓创业激情是让销售人员在精神上得到创业热情的鼓舞，尽量减少一些细则行为的限制；大浪淘沙则是“赛马中相马”，企业招兵买马以后通过销售人员在战场上厮杀的战况淘到真正的黄金。薪酬设计的重点应放在薪酬的外部竞争性上，可以淡化薪酬的内部公平性（见图表：初创期一般销售人员薪酬策略）。<o:p></o:p>
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图表：初创期一般销售人员薪酬策略<o:p></o:p></TD></TR>
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薪酬水平<o:p></o:p></TD>
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跟随战略，对一般销售人员尽量避免高薪政策吸引人才<o:p></o:p></TD></TR>
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薪酬结构<o:p></o:p></TD>
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固定工资+提成+福利模式，固定工资和福利所占的比重小，提成奖金所占比重大<o:p></o:p></TD></TR>
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薪酬激励对象<o:p></o:p></TD>
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以激励个人为主，即提成基数来自于个人销售业绩<o:p></o:p></TD></TR>
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薪酬发放周期<o:p></o:p></TD>
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以月度发放为主，根据销售周期可适当调整到年度，但最长不超过年度<o:p></o:p></TD></TR></TBODY></TABLE>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18.05pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>二、成长期——胡萝卜加大棒<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>企业在顺利度过初创期后，便逐渐步入了自身的成长期，这个阶段的企业规模迅速扩大，企业开始重视规章制度的建设，主要业务流程及组织架构也日趋稳定，逐渐进入规范化管理阶段，因此，建立以岗位价值为基础的薪酬体系在客观上成为可能。而且企业对市场营销的高级人才需求会大大增加。同时产品得到了客户的认可，逐渐在市场上打开了销路，销售的风险程度逐渐降低，销售额处于增加时期，由于市场销售形势良好，资金回流加快，现金存量较为宽裕。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>除了上面提到的企业大环境的变化外，销售人员和销售管理水平也在发生变化：（1）通过初创阶段的大浪淘沙已经有一部分销售人员脱颖而出，成为销售骨干；（2）企业的发展潜力在市场上得到证实，更多的人对企业的信心增强；（3）不论是公司的招聘能力还是整体吸引力都有所增强，新招聘人员的整体素质能力有所提高；（4）由于企业已经开辟了部分市场，销售人员面临的不再是毫无边际的市场，销售人员的打拼不仅靠个人力量，团队的合作逐渐发挥更多的作用；（5）企业营销的带头人可能不再是企业老总，而是引入高级市场营销人才来带领团队，销售团队逐渐复杂化。（6）仅靠创业激情已经不能维持销售人员的热情，内部公平性逐渐浮出水面。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>根据成长期的特点，销售人员激励宜采取胡萝卜加大棒的模式，激励就象一支美妙的“胡萝卜”，时时在前方，只要达到一个标准，就会得到，但同时，在这个游戏中，如果违背了规则，那么，“大棒”也会毫不客气的落下。所谓胡萝卜主要体现在物质薪酬的给付上，而“大棒”主要指对员工行为方面的限制，此时不再像初创期一样“不管黑猫白毛，抓住老鼠就是好猫”，而是不但要抓住老鼠而且还不能随便吃主人的鱼。此阶段薪酬设计的重点放在继续增强市场扩张、侧重内部公平和稳定核心员工上（见图表：成长期销售人员薪酬策略）。<o:p></o:p>
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图表：成长期销售人员薪酬策略<o:p></o:p></TD></TR>
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薪酬水平<o:p></o:p></TD>
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跟随战略<o:p></o:p></TD></TR>
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薪酬结构<o:p></o:p></TD>
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固定工资+目标奖金+提成+福利模式，目标奖金和提成混合性，适当提高固定工资和增加福利，目标奖金和提成仍占较大比重<o:p></o:p></TD></TR>
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薪酬激励对象<o:p></o:p></TD>
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引入团队绩效系数，但占比重不要太高<o:p></o:p></TD></TR>
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薪酬发放周期<o:p></o:p></TD>
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仍然以月度发放为主<o:p></o:p></TD></TR></TBODY></TABLE>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 7.8pt 0cm; WORD-BREAK: break-all; TEXT-INDENT: 18.05pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0; mso-para-margin-top: .5gd; mso-para-margin-right: 0cm; mso-para-margin-bottom: .5gd; mso-para-margin-left: 0cm" align=left>三、成熟期——保健品加雷区效应<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>成熟期内企业的销售收入和利润都较高，现金较为充足；企业内部管理更加规范，管理的重心在于控制成本、提高管理和运营效率。企业对外部市场的预测能力加强，销售预测相对准确。同时，企业对外部优秀人才的获取机会增加，内部销售人员经过初创期与成长期的锻炼也已经形成核心团队。因此，建立以岗位价值为基础的薪酬体系更为科学和容易。这时企业可以支付更高的基本工资和更多的福利，绩效奖金则相对较少。另外，因市场销售成熟稳定，销售收入的提高主要依靠组织效率和团队作战而非个人努力，因此，企业要特别重视对团队贡献的激励，以提高整体绩效并稳定员工队伍。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>最后随着产品达到成熟期，产品品牌或企业品牌对于消费者的购买行为产生的作用比销售人员的说服作用显得更为重要。根据成熟期的特点，销售人员激励宜采取保健品加雷区效应模式，所谓保健品激励从两个方面理解，一是提高销售人员的薪酬水平，设计具有外部竞争力的薪酬，二是加强销售人员薪酬中的固定部分。所谓雷区效应是源于成熟期企业的规范化管理，指公司强化对销售人员行为的限制，以能否遵守公司的制度、要求等为标准。此阶段薪酬设计的重点放在稳定核心团队、加强内部公平上（见图表：成熟期销售人员薪酬策略）。<o:p></o:p>
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图表：成熟期销售人员薪酬策略<o:p></o:p></TD></TR>
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薪酬水平<o:p></o:p></TD>
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对外具有竞争力<o:p></o:p></TD></TR>
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薪酬结构<o:p></o:p></TD>
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固定工资+目标奖金+超额奖金+福利模式，基本工资和福利所占的比重增大，目标奖金和超额奖金较小，增加长期激励因素，员工考核基础增加行为考核，体现雷区效应<o:p></o:p></TD></TR>
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薪酬激励对象<o:p></o:p></TD>
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以激励团队为主，强化成员的团队意识，稳定销售队伍<o:p></o:p></TD></TR>
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薪酬发放周期<o:p></o:p></TD>
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增强发放灵活性<o:p></o:p></TD></TR>
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薪酬等级<o:p></o:p></TD>
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设置销售人员技术等级，根据技术等级核定工资报酬<o:p></o:p></TD></TR></TBODY></TABLE>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 7.8pt 0cm; WORD-BREAK: break-all; TEXT-INDENT: 18.05pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0; mso-para-margin-top: .5gd; mso-para-margin-right: 0cm; mso-para-margin-bottom: .5gd; mso-para-margin-left: 0cm" align=left>四、衰退期/再发展期——面包加信念<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>衰退期内的企业通常表现为市场销售额急剧下跌、市场占有率和利润大幅下降，财务状况开始恶化、负债增加等。同时，出现员工离职率增加、土气低落、员工不公平感提高等现象。此时，企业不再大张旗鼓的招聘销售人员，至少实际上不是，对内部销售人员也已稳定核心销售人才和保留创新性销售人才为主。但衰退期又可以称之为再发展期，通过产品的创新、服务的创新、甚至仅仅是销售的创新，企业就会得到再发展，重新开始新的发展轮回。不管是衰退还是再发展，都是市场对企业的抉择，最贴近市场的销售人员也就感受最明显。<o:p></o:p>
<P class=MsoNormal style="BACKGROUND: #f4f4f4; MARGIN: 0cm 0cm 0pt; WORD-BREAK: break-all; TEXT-INDENT: 18pt; LINE-HEIGHT: 150%; TEXT-ALIGN: left; mso-pagination: widow-orphan; mso-char-indent-count: 2.0" align=left>这时薪酬设计需满足以下要求：一是利于基于战略发展进行结构性裁员或减薪。二是必须具有较强的市场竞争性，既能吸引开拓新的业务领域而新招聘的人才，又能留住原有的优秀员工。最后，由于该阶段企业通常采取防御型或收缩型战略，因此强调个人的绩效奖金和长期薪酬意义不大，较高的基本工资将是明智的选择，所以该阶段的销售人员激励宜采取面包加信念模式，所谓面包就是较高的固定工资，信念则是强化销售人员对市场和企业的信念，勇于创新突破，开拓新的市场或帮助企业开发新的产品（见图表：衰退/再发展期销售人员薪酬策略）。 <o:p></o:p>
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图表：衰退/再发展期销售人员薪酬策略<o:p></o:p></TD></TR>
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薪酬水平<o:p></o:p></TD>
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暗降，主要是降低长期激励和福利部分<o:p></o:p></TD></TR>
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薪酬结构<o:p></o:p></TD>
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固定工资+目标奖金+超额奖金+福利模式，高固定工资，低福利，低奖金，强调创新，减少长期激励，增强短期激励<o:p></o:p></TD></TR>
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薪酬激励对象<o:p></o:p></TD>
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仍以激励团队为主，强化成员的团队意识，但增加对销售人员创新的鼓励，尽量延缓衰退期，实现再发展<o:p></o:p></TD></TR>
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薪酬发放周期<o:p></o:p></TD>
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可适当延缓发放周期<o:p></o:p></TD></TR></TBODY></TABLE>
<o:p> </o:p>
读完上面的您大概已经知道了，我的朋友用具有说服力的理论统一了两位老总的意见，从而圆满的完成了领导交代的任务。当然除了发展阶段以外，我们也不能忽视了企业的个性。不同业务单位之间在业务、人员等方面的性质差异较大，有劳动密集型的，也有技术密集型的。例如，高新技术企业处于创业阶段，对人才的需求特别强烈；而处于传统行业的企业，其管理和运作系统已相对稳定，部分类型的人员在人才市场上相对过剩，关键是能够激励并留住核心的管理层。■<o:p></o:p>
<o:p> </o:p>

gzfxj 发表于 2009-6-18 10:35:00

回复：基于企业生命周期的销售人员薪酬策略

不是我想要的，有没有具体的操作方案啊，哎，愁

lovesmalldog 发表于 2009-6-19 15:02:00

回复：基于企业生命周期的销售人员薪酬策略

做个参考

hongyan09 发表于 2012-9-13 16:58:52

准备做销售人员的薪酬设计了，非常有用。

cloris506 发表于 2012-9-19 17:17:56

谢谢分享

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