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研究生:陳冠樺
研究生(外文):Kuan Hua Chen
論文名稱:銷售人員終身價值模型之建立
論文名稱(外文):Establishment of lifetime value for salesman
指導教授:周瑛琪周瑛琪引用關係
指導教授(外文):Ying-Chyi Chou
學位類別:碩士
校院名稱:東海大學
系所名稱:企業管理學系碩士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:56
中文關鍵詞:顧客終身價值員工終身價值薪資制度銷售人員當務之急忠誠度流動率為負值獲利性
外文關鍵詞:customer lifetime valueemployee lifetime valuecompensation structuresalesman
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現今產業大多以服務業為主,銷售人員在「低底薪、高獎金」的薪資制度下,因同業間底薪差異不大,故公司獎金的多寡成為員工流動率高或低的重要影響因素,而在員工薪資制度方面,大多以績效做為評比標準,並沒有考量員工長期為組織創造利潤的終身價值,造成公司投入大量的薪資成本,卻無法降低員工流動率的情況,因此,以員工需求為基礎,進而制定完善的薪資制度為當務之急。
過去研究大多將薪資制度與績效表現相結合,甚少將其與員工價值相結合,本研究希望能藉由過去學者所探討之顧客終身價值觀念用於銷售人員,計算銷售人員價值,並且將銷售人員分群,計算每群銷售人員的終身價值,以此為基礎應用於薪資制度之建立。
本研究藉由個案公司之人事資料代入計算出員工終身價值,根據計算後結果將員工分為高度員工終身價值、中度員工終身價值與低度員工終身價值三個群組。從各群組的資料顯示,低度員工終身價值群組人數約佔全體比率一半,其員工終身價值為負值,顯示該群組對於個案公司的貢獻度為低。中度與高度員工終身價值群組的人數亦佔全體比率一半,其員工終身價值皆為正值,表示公司的獲利來自於中度與高度員工終身價值群組。
最後針對不同族群員工,提供薪資制度建議,將高度員工終身價值群組視為目標員工,並提出積極策略,將大部份薪資資源放在保留最大獲利性的員工身上。將中度員工終身價值群組視為穩定員工,並提出維持策略,以穩固員工對公司的忠誠度為首要之務。將低度員工終身價值群組視為新進員工,藉此妥善運用公司的薪資資源,且進一步為公司培養具潛力的價值員工。
Recently, the whole industry almost focuses on the service industry. According to the compensation system of “low basic salary and high reward”, in general salespeople have the same salary among competitors. Due to this system, the reward seems to be the key factor of the employee’s turnover. From the aspect of employee’s compensation system, the salary depends mostly on the salesperson’s performance, but it doesn’t consider the fact that the employee may create the organizational lifetime value. In other words, the higher turnover is, the more cost the company pays. Therefore, based on the need of employees, the organization must urge the integral compensation structure to be made.
In past, most of researches combine the compensation system and performance, but rarely put the emphasis on the employee value. This study hopes to transmit the concept of customer lifetime value to salespeople, based on ideas of past scholars. Through evaluating the value of salespeople, then categorizing salesman, and estimating the lifetime value of each cluster
According to the data collected, the empirical result shows that the employees can be grouped into three different clusters, namely the employee with high level, medium level, and low level of lifetime value. In terms of statistics of each cluster, the number of the employees with low level of lifetime value has probably 50 percent among all, and its lifetime value is negative; that is this cluster has fewer contributions to the firm. The other 50 percent among all employees comes from the clusters of employees with medium and high level of lifetime value, and its lifetime value is positive, implying that it creates the company profit.
In the light of employees with different clusters, this research provides the following suggestions about compensation system. First, the company must aim at the employees with high level of lifetime value and also design an aggressive strategy referring to put most compensation resources in the employees with high profitability. Secondly, the firm regards the cluster with medium level of lifetime value as stable employees and also gives a maintaining strategy concerning the loyalty of these stable employees. Finally, the company considers the employees with low level of lifetime value as new ones and can foster employees with potential, through efficiently using the compensation resources.
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 2
第三節 研究流程 3
第二章 文獻探討 5
第一節 薪酬制度 5
第二節 銷售人員之相關研究 10
第三節 顧客終身價值 18
第三章 終身價值模型 29
第一節 前言 29
第二節 模型假設 29
第三節 變數說明 30
第四節 模型說明 30
第四章 實證分析 33
第一節 資料來源 33
第二節 員工終身價值模型建立 35
第三節 員工終身價值模型計算 36
第四節 個案公司薪資制度建議 39
第五章 結論與建議 43
第一節 結論 43
第二節 建議 44
參考文獻 46
附錄 50
一、中文文獻
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2.李建華、芧靜蘭(1999)。薪資制度與管理實務。台北:清華管理科學圖書。
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二、英文文獻
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