完善怀化电信大客户营销服务体系绩效考核制度刍议  

Analysis on improving the KPI system for the China Telecom VIP customer's marketing service

作　　者：戴永忠[1] 

机构地区：[1]中国电信股份有限公司怀化分公司,湖南怀化418000

出　　处：《长沙通信职业技术学院学报》2009年第3期1-4,共4页Journal of Changsha Telecommunications and Technology Vocational College

摘　　要：完善大客户的绩效考核制度,是目前电信公司大客户营销服务体系建设的一项重要内容。文章在分析完善电信大客户营销绩效考核制度的现实意义的基础上,剖析了当前电信大客户营销绩效考核制度存在的主要问题,即绩效考核指标复杂、收入全额挂钩考核引起的收入分配差距过大、业务发展分值占比过小、大客户经理职业发展通道不明确等。对此,有针对性地提出了完善电信大客户营销绩效考核制度的思路及对策。To improve the KPI system of VIP Customer is one of the important part of the construction for China Telecom VIP customer marketing service at present. Based on the great meaning of analysis on improving the marketing KPI system of telecom＇s VIP customer, this article analyzes the main problems existing in current marketing KPI system of China Teleeom VIP customers, namely, the complexity of performance evaluation indicators, too big difference among the income due to linked to assessment, business development taking too small part, big customers manager＇s vague career development and ete.Then, the text proposes pertinent solutions of how to improve the marketing KPI system of China Teleeom VIP customer.

关 键 词：完善 电信大客户 绩效考核制度 

分 类 号：F272.92[经济管理—企业管理]