基于BSC的长安铃木片区经销商绩效管理体系

重庆大学硕士学位论文基于BSC的长安铃木片区经销商绩效管理体系姓名：吴卫杰申请学位级别：硕士专业：工商管理指导教师：高波20060401IKaplanNortonBSCBSC,IIABSTRACTWiththecompetitionincreasinginautomobileindustry,mucheffortisputonthemarketingandserviceinsteadoftheproductorquality.However,theagentcan’tperformwellinmarketingandcustomersatisfyingifthereisnoscientificperformanceevaluationsystemforthem.TheagentmanagementinChangansuzukiisorientedbytheconsequences,andtherelationshipbetweenChangansuzukiandhisagentsischaracterizedwithexchanger.Theshortcomingsofthisperformanceevaluationareobvious,andtheresemblingofperformanceevaluationfortheagentisinnecessity.Kaplan,theProfessorofHarvardUniversityandNorton,thetopexecutiveofNolanNortonInstitutepresentedtheconceptoftheBalancedScorecard(BSCforshort)in1992forthefirsttime.TheBSCisakindofcomprehensiveperformanceevaluationmethodbasedoninformation,notonlyconsequencebutalsotheprocessistakenintoaccountinperformanceevaluation.BSCisusedwidelyabroadandgettingperfectinthepracticeofsomeindustriesinourcountry,theBSChavenotbeenappliedtotheevaluationofexternalcustomersespeciallyintheagentevaluation.So,studyingonapplicationofBSCinagentperformanceevaluationofautomobileindustryhashisimportanceintheoryandpractice.Becauseoftheadvantageofovercomingtheshortcomingsintraditionalagentperformanceevaluationsystem,thispaperwillprobehowtoresembletheagentperformanceevaluationsysteminChangansuzukitoleadtheagenttomakegreatprogressinmarketingservicecustomermanagementandbusinessmanagementbyapplyingtheBSCtoit.AndwhatismoreimportantisthatwecanmakesomeattemptsintheapplicationofBSCtotheexternalcustomerevaluation.KeywordsBSC,agent,performanceevaluation1111.1,20042090“”(BalancedScore12card,BSC),():1.21.2.11992KaplanNorton(BalancedScorecardBSC)(GartnerGroup):100070%Bain&Company50%1.2.2131001.31.3.1——141.3.2,1.4:,;151.51.5.1,1.5.21.1Figurel.1TherouteofresearchBSCBSCBSCBSCBSC2622.1[3]2.2BSCBSC2.1Figure2.1ThefourperspectivesofBSC27KaplanNorton1992(BalancedScorecard,BSC)BSC(Objects)(Measures)[5](Objectives)(Measures)ChowandHaddad[6]2.2.1(EconomicValueAdded,EVA)//2.2.2282.2.32.2.42.32.3.12.3.2292.3.32.3.42.3.531033.1199353.1.119933.13.1Table3.1TheadvancedoperationsmanagementofChangansuzuki“”“”“”“”“”ISO9000QS90001.6()85%—3113.1.2,199519978200539671312866223345.93220041119952.21%5.5%3.13.1()Figure3.1Thesalesquantityof13years2005200512304.5%3.2%,,,2005,,3.200.280.470.692.343.124.014.875.015.586.8710.458.070246810121419931994199519961997199819992000200120022003200420053123.2Figure3.2ThreestagesofthedevelopmentofChangansuzuki2004200520043.23.22004-2005Table3.2Thecomparisonofkeymarketingperformanceindicatorsbetween2004and20052004200538632723%1045008070020%3.48.5231%93%56%45%86%34%72%74%62%18%1.2%4.8%303%3.2:1993-19961996-20042004-20063133.2.1——3.3Figure3.3ThedistributionorganizationofShanghaivokswagon1),2)3)3144),aITbc:1)2)3)1)2)3)3.2.2——3.4Figure3.4ThedistributionorganizationofToyota3151)2)4S:1)2):1)2)3.2.3——3.5Figure3.5ThedistributionorganizationofXiali3161)2)3):1)1840136076%2)3):1)2)3)3.2.4——3173.6Figure3.6ThedistributionorganizationofQirui1):10—15%10%2)3)4)3185)10%“”“”3—5%10%,,,1)2)3)1)2)3)3193.2.53.2Table3.2Thecomparisonof4patterns3.3Table3.3Theadaptationanalysisof4patterns3.33.3.1,210380320()4S323.73.7Figure3.7ThemarketingorganizationstructureofChangansuzuki4S3213.3.2——“”:,“”3.3.3,,,:1)()1500()22)()1000-1500()13)()500-100014)()300-500322,,,,,VI5S,“”3.3.42005323,,“”“”4BSC244BSC4.12004(1)256424S144704.1.14BSC25,4.10%20%40%60%80%100%4.1Figure4.1Thesurveyoftheimportancerecognitionofagentperformanceevaluationindicatorsinzonemanager:1)2)3):1)2)20054BSC2620054.20%10%20%30%40%50%60%70%4.2Figure4.2Thesurveyofagent’sopinionsaboutchangansuzuki1)“”2)200420022003200420053)4BSC274)5)1)2)4.34.3Figure4.3Thesurveyaboutculturerecognitionfromagents3)“”4.44BSC280%10%20%30%40%50%4.4Figure4.4Thesurveyoftheconditionaboutpolicyobserving4.1.2200520044.50%10%20%30%40%50%60%70%80%90%4.5Figure4.5Thesurveyaboutagentfinancialcondition4BSC29200520054.6()00.20.40.60.811.24.6()Figure4.6Thevariabilityaboutthepercentageofservicegrossearningsinautomobileinindustry(providedbyXinHuaxin)4.74BSC3000.20.40.60.811.24.7Figure4.7ThevariabilityaboutthepercentageofservicegrossearningsinChangansuzuki1)2)20042003“”“”“”4BSC311)4.80%10%20%30%40%50%4.8Figure4.8Theagentsurveyoftheimportancerecognitionofaftersaleservice2)4BSC324.94.9Figure4.9Thesurveyofdevelopment-constrainelementrecognition,7,,4.104BSC3302040604.10Figure4.10Thesurveyofbuyinginformationchannel4.2BSC4.2.14.2.2ISO9000QS90004BSC34,:1)2)3)POP4)5)6)7)8)()4.2.3200312ERPERP4BSC35ERPERPERPERPBSC4.2.4BSC53655.1:5.1Figure5.1ThestepstointroduceBSCintothezonemarketofChangansuzuki5.19%,,()5.2“”537“”35.2.1“”“”“”“”1.()———()———()2.()——()3.()———()5.2.2“”()5.2.3“”5.2.4Ni=[Ri/Rt*Wr+(GDP)i/GDPt*Wgdp+Mi/Mt*Wm+Qi/Qt*Wq]*100/(Wr+Wgdp+Wm+Wq)(5.1)NiRtWrMt(GDP)iWgdpGDPQt538RiMiWm(GDP)tQiWq•5.3()()5.15.1Table5.1Thecategoryofzonemarket5.45395.4.1()()5.4.25.4.340%35%30%25%20%10%5.55405.2Figure5.2The4perspectivesofBSC5.5.15.2Table5.2TheKSFofBSCfinancialperspective5.5.25.35415.3Table5.3TheKSFof