The marketing director and team leader evaluate one-third of their subordinate employees every month. Cover all sections every quarter. The assessment scores are directly used as the employee’s monthly score.

The district and county bureau teams assess one-third of the account managers and municipal management teams every month. The assessment scores will be used as the monthly assessment scores for the marketing director and team leader, plus points will be deducted. It no longer falls to specific account managers or municipal management squadrons. (Assurance account manager, Municipal management squadrons will not be deducted points repeatedly)

The joint assessment team selects one-third of the personnel from each marketing department (squadron) for assessment every month. The assessment results are compared with the assessment results of the marketing director, and a reasonable deviation range is set. If the deviation range exceeds the deviation range, it is deemed that the assessment is false and the assessment is not accurate through calculation. Based on the proportion of actual personnel, the 10 market ministers will be ranked, and points will be deducted based on the ranking. Results are applied quarterly.

The joint assessment team's assessment results of the first and second departments shall be applied to the assessment score of the market director, and the assessment results of the district and county bureaus shall be used to measure the individual scores of the "assessment deviation" evaluation of the district and county bureau team and the market director.

From the original single indicator plus deduction points, it has been transformed into a comprehensive evaluation of multiple indicators, where a single household determines the quality of the area, to a multi-household comprehensive evaluation, which makes the evaluation of the work quality of the account manager more objective. At the same time, the assessment transfer can be greatly reduced. The account manager's on-site service deduction points are not determined by a single household, but by the comprehensive situation of multiple households. Therefore, the account manager cannot transfer the assessment results to the corresponding customers, which reduces customer pressure and avoids Some violations of "eating, taking, getting stuck, and asking for" occurred.

By converting the original assessment indicators into a comprehensive evaluation form, the content of the on-site assessment can be divided into several parts: terminal construction, group construction, cigarette display, brand cultivation, business guidance, standardized operation, etc., and the existing indicators can be integrated into them. The items are not directly deducted points, but are judged by "excellent, good, medium, and poor" according to the on-site conditions. Assume that excellent is 10 points, good is 8 points, medium is 6 points, and poor is 4 points. Each assessment item Select corresponding items according to the evaluation criteria, and finally calculate the total score based on all selected items. Divide the score by the total score in the optimal state (that is, the total score when all items are "excellent"), calculate the percentage, and then multiply by the market The total score of the inspection indicator is the score of the account manager in that household. The final score of the account manager is determined by the average score of the number of households visited. For example: Account Manager A’s evaluation of each work of account A is 80 points, the total optimal status score is 100 points, and the market inspection indicator is 10 points, then the account manager’s score for this account is 80/100*10=8 points. If you visit five households and each household scores 8, 7, 9, 6, 7, the final score of the account manager is (8 7 9 6 7)/5 = 7.4 points.

Level gap: Plan 1: Advanced level plus 3000, Intermediate level plus 1000. 1,000 will be deducted for junior level (or 15% of performance salary), and 2,000 will be deducted for yellow cards (or 25% of performance salary). Option 2: Add 2000 for advanced level and 500 for intermediate level. 1,000 will be deducted for junior level (or 15% of performance salary), and 2,000 will be deducted for yellow cards (or 25% of performance salary).

Level gap: Plan 1: add 3,000 to five stars, add 1,000 to four stars, Samsung will deduct 1,000 (or 15% performance salary) Option 2: Five stars plus 2,000, four stars plus 500, three stars deducted 1000 (or 15% performance salary))