YL電信分公司營(yíng)銷員工績(jī)效優(yōu)化設(shè)計(jì)與實(shí)踐案例研究.pdf

1、IIAbstractWiththeintegrationofChineseTelecommunicationsindustrythelicensegrantof3Gmobilebusiness，thetelecommunicationindustryinChinafmedapatternoffullserviceaccessrivalamongthethreeoperatsofChinaTelecommunications，ChinaM

2、obile，ChinaUnicom.Accdingtothechangeofmarketeconomicenvironment，thethreemajoperatshavesetupstrategicobjectivesdevelopmentstrategies，commencebusinessexpthemarketactively.Basedontherequirementofbeingafullserviceaccessprovi

3、der，ChinaTelecommunicationssetsfththeinnovativestrategyofswitchingtoasyntheticinfmationserviceproviderfromatraditionaltelephoneproviderfocusingoninfmationbasedclients.Therefe，howtokeepcompetitiveadvantageintraditionalbus

4、inessescreatenewcompetitiveadvantageininnovative錯(cuò)誤！鏈接無效。錯(cuò)誤！鏈接無效。becomesanimptantsubjectChinaTelecommunicationsshouldstudycarefully.Giventheestablishedfunds，technologysocialresources，thekeyfactsdeterminingtheresultofthega

5、mearetheadministration，managementserviceleveloftheenterprises.However，underlyingallthefactsisthehumanresource，especiallythemanagementonfrontemployeesinmarketing.Becausetechnologycanbeimpted，fundscanberaisedbutakeyemploye

6、ecannotbecopied，animptantproblemallcommunicationenterprisesfaceatpresentishowtodesignadoptaneffectiveperfmancemeasureincentiveschemetopromotetheefftsofallthestaffsespeciallythemanagementmarketingstaffsinimprovingtheirabi

7、litiesofwkingcreatively.Butnow，ChinaTelecommunicationsstillhaven’testablishedakindofincentivemechanismconsideringpersonalperfmanceappraisalremunerationsystem，whichisscientificeffective.Unscientificunsystematicappraisal，s

8、eparatedstructureofincentivemechanism，singularityofincentivefm，subtledifferentiationofincentivecontent，stillexist.ThisschemeisbasedonthefactualsituationofChinaTelecommunications.Itwouldmakesignificanceofarousingtheactivi