Publicação
Compensation system of sales team of Shanghai TJ company
| Resumo: | With the continuous growth of TJ's, the human resource Management has gradually become prominent, and the improvement of the compensation system has become the core of the strategy. As the core driving force of an enterprise's revenue, the efficiency of the sales team directly determines the market competitiveness of the enterprise. Based on the theoretical framework of total compensation, this study finds that a scientific compensation system is not only a combination of traditional salaries, but also needs to integrate non-economic incentive elements such as training and development and promotion channels. Based on the empirical investigation of 60 peer companies in Shanghai, combined with the product characteristics and strategic goals of the enterprises, a three-dimensional incentive model including broadband salary, ladder commission, flexible benefits and career development was designed. The system has achieved remarkable results in improving the retention rate of sales personnel and stimulating their potential, providing a replicable solution for start-up human resources enterprises. |
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| Autores principais: | Lingxuan Gao |
| Assunto: | Sistema de compensação -- Compensation system Equipa de trabalho Venda -- Sale Team |
| Ano: | 2025 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | ISCTE |
| Idioma: | inglês |
| Origem: | Repositório ISCTE |
| Resumo: | With the continuous growth of TJ's, the human resource Management has gradually become prominent, and the improvement of the compensation system has become the core of the strategy. As the core driving force of an enterprise's revenue, the efficiency of the sales team directly determines the market competitiveness of the enterprise. Based on the theoretical framework of total compensation, this study finds that a scientific compensation system is not only a combination of traditional salaries, but also needs to integrate non-economic incentive elements such as training and development and promotion channels. Based on the empirical investigation of 60 peer companies in Shanghai, combined with the product characteristics and strategic goals of the enterprises, a three-dimensional incentive model including broadband salary, ladder commission, flexible benefits and career development was designed. The system has achieved remarkable results in improving the retention rate of sales personnel and stimulating their potential, providing a replicable solution for start-up human resources enterprises. |
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