With China's entry into WTO, the internal and external competitive factors of tobacco commercial enterprises are increasingly apparent. Under this trend, it is an inevitable requirement for the development of tobacco commercial enterprises to build an efficient marketing team. To build an excellent marketing team, many efforts are needed, and performance appraisal which is conducive to the formation of team cohesion is one of them. I. Definition of Performance Appraisal Performance appraisal, also known as performance appraisal or achievement appraisal, is a process in which enterprises use specific standards and indicators to adopt scientific methods to make value judgments on the performance of managers at all levels who undertake the production and operation process and results and the many effects brought about by it. Performance appraisal is a "double-edged sword". If it is set reasonably and operated properly, it can not only stimulate the enthusiasm and initiative of employees, but also cultivate a large number of suitable talents for enterprises. If the performance appraisal deviates from the original direction, it will not only fail to achieve the expected purpose, but may even destroy employees' support for the enterprise and the cohesion of the enterprise. Therefore, with the gradual improvement of various systems of account managers, the role of performance appraisal has become increasingly prominent. Then, how to give full play to the positive effects of assessment is urgent. Second, the current status of performance appraisal of account managers (1) There are limitations in the scope of appraisal. At present, the performance appraisal of the industry is basically focused on the account manager, and the assessment of other positions has not yet been carried out, or it is "anodyne", and only the account manager is still serious. To a certain extent, this has caused the account manager's aversion and resistance to the assessment, thinking that the assessment is only a "shackle" fixed on himself and lacks the initiative to participate in the assessment. (B) The setting of assessment indicators is unreasonable. At present, most of the assessment indicators for account managers are "top-down". To put it bluntly, the team will set the same indicators for account managers, which has a strong administrative color and lacks assessment points that can really improve the quality of account managers. (3) The examiners lack professionalism. Examiners have a great influence on the assessment results. At present, the assessment team is generally composed of office examiners and marketing personnel in other positions. Due to the slow development of industry performance, the training and supervision of these personnel have not kept up in time, which makes them lack professionalism and supervision in the assessment process, and often has strong personal feelings, which leads to inaccurate assessment results, which is difficult to convince people, and even seriously interferes with the team cohesion among account managers. (D) Lack of communication in the assessment process. Whether it is the setting of indicators, the implementation of processes and the promulgation of results, it is usually "top-down" across the board, and the opinions of account managers are not well sought. At the same time, in this process, the results are often informed in the form of notification, and the appraisers and supervisors lack effective communication with the account manager on all aspects of the assessment, resulting in the account manager only complaining about the assessment privately, but failing to discuss and communicate the existing problems in the assessment well. (E) The assessment results lack due incentive. The original intention of performance appraisal is to motivate the enthusiasm and initiative of account managers through a series of assessments, but in fact, due to such problems in the assessment, the two functions of incentive and control of performance appraisal have not been fully exerted. Under normal circumstances, managers like to adopt the "negative reinforcement" assessment method, and use the form of punishment to ensure the completion of various achievements and work. In fact, employees' resistance to this method is obvious, and even to a certain extent, they will protest this assessment in the form of "self-sacrifice". As a result, it can be said that both sides lose. Third, the correct concept of performance appraisal has the elements of performance appraisal "not suffering from widowhood but suffering from injustice". With the continuous push of the performance management mechanism, contradictions in the implementation of performance appraisal are constantly emerging, one of which is the lagging concept of performance appraisal, which is mainly manifested in equating the assessment with management, paying wages and bonuses, and rarely paying attention to how to evaluate employees, what is the basis of evaluation, whether the evaluation has played its due role and so on. Therefore, the key to improving the performance system is to establish a correct concept of performance appraisal. (1) Excellent performance culture. Performance culture is the essence of corporate culture, and it is the performance values formed by performance management, which clearly conveys the corporate values to employees, that is, what the company advocates and opposes, what rewards and punishes. Performance culture mainly emphasizes three aspects: evaluation view, benefit view and distribution view. The concept of evaluation emphasizes fairness, and it is evaluated through scientific evaluation methods, how much employees pay, how difficult it is, and how good it is. Benefit view, which emphasizes that culture serves the benefit of enterprises and is the touchstone; The distribution concept emphasizes the gap, fairness is not equal to average, harmony is not equal to pot rice, and the gap properly reflects the value of employees, so that the performance culture can be reflected. (2) Reasonable performance appraisal principles. The formulation of performance appraisal standards needs certain principles, so as to achieve "leverage" in concrete implementation. Including the principle of communication, the assessment should be a two-way interactive process, and the assessment project makers, appraisers, market directors and account managers should all participate. Incentive principle, performance appraisal should not be regarded as a simple salary increase or decrease, but as a channel for employees to be promoted or eliminated. Innovation principle, performance appraisal should keep up with the pace of industry development, especially to grasp the key points of assessment and ensure that assessment measures keep pace with the times. The principle of humanization, in the specific operation, can not simply adopt the attitude of "killing people with one stick", but should adopt a combination of quantitative and qualitative methods, not only to assess the actual operation results of account managers, but also to assess the operation process of account managers, and try to make an objective and fair evaluation of them. (C) the correct performance evaluation system. Performance evaluation is an evaluation of performance appraisal results. On the one hand, it can judge whether employees are competent or not, on the other hand, it can help employees find out the real reasons for poor performance and stimulate their potential. Therefore, the scientific evaluation is very important. First of all, according to the needs of enterprises and the cycle of products or services, the completion of assessment projects should be formulated. For example, the sales assessment of account managers can be based on the overall completion of a year or a team, because the monthly assessment is easily affected by the supply plan. Secondly, the marketing director and appraisers should focus on the daily assessment of the account manager, rather than relying entirely on the assessment day of the month, because once the account manager has mastered the time and method of the appraisers, it is easy to artificially cover up some problems, leading to the distortion of the assessment. Fourth, the way to establish a correct concept of performance appraisal With the new changes in the development environment of tobacco commercial enterprises and the intensification of market share competition among tobacco commercial enterprises, efforts to build an efficient marketing service team have been increasingly put on the agenda. And the building of an excellent team relies on a perfect performance appraisal system and system to a great extent. Similarly, a good performance appraisal and system first comes from a good idea. Therefore, on the basis of describing the present situation, existing problems and essential elements of the assessment concept, this paper probes into it, and puts forward the following measures: (1) Carrying out all-staff assessment to achieve progress * * * At present, the all-staff assessment carried out in the industry is still largely on the slogan, and some positions have not even established effective assessment indicators. To this end, all units should fully realize the significance of full-time assessment, refine the assessment indicators and measures of each position, and highlight the key points of assessment. The first is to establish the concept of performance appraisal for all employees and the whole process. The second is to implement the principle of who is in charge and who is assessed. The third is to reflect the objectivity and fairness of the assessment process. Fourth, the operation is simple and effective, and the conclusion is clear and pertinent. Fifth, timely feedback of assessment results. The sixth is to highlight the role of incentives and constraints. (2) Setting reasonable assessment indicators is directly related to the significance of the assessment results. At present, the assessment focus of account managers is basically on performance and customer service, but there are big problems in practical operation. First, in terms of performance, it should be said that it is understandable for the account manager to evaluate the performance, but it is necessary to think about how to test it. Because there are too many factors affecting performance, including supply, market capacity, performance distribution indicators and so on. The account manager is a team, and the focus of performance evaluation should be the team, not the individual. In terms of performance, we should focus on evaluating brand cultivation, including new product recommendation, over-the-counter rate, etc., because the promotion of individual brand account managers plays a great role, but for the overall sales volume, the role of account managers should be minimal. After all, we are a monopoly industry, and many of them are affected by planning factors, and their personal ability to play is limited. Second, in terms of services, the current assessment focuses on account manager awareness rate, complaint awareness rate, clearly marked price, visit rate, etc. These assessment indicators are too superficial, and it is difficult to dig out substantive things. For example, taking a visit as an example, the same visit may have the opposite effect. One is in a hurry, giving customers the feeling that "it is better to come than not to come", and the other is to really communicate with customers and help them solve problems, which is very popular with customers, while the assessment method of judging the visit simply by whether to sign in is extremely rough. In fact, in visiting customers, it is too simple to simply ask for the number of visits. The key lies in assessing the effectiveness of the visits. For example, the company requires the account manager to visit 25 customers this week, that is, 5 customers every day. During the visit, the account manager must do a good job in the category, source of goods, monopoly law related to business, profit analysis of customers last month, environmental analysis around (including advantages and disadvantages in cigarette sales), and propose relative improvement measures. It is possible that the number of visits is less, but the visits are more careful. At this point, the focus of the appraiser should really be on the business guidance of the account manager, rather than simply assessing the appearance. (3) Improving the quality of the appraisers directly affects the appraisal results. First of all, to do a good job in the selection of examiners, we should choose those employees with strong principles and clear distinction between public and private affairs. Secondly, it is necessary to do a good job in the training of examiners, including identification, communication and size assurance in the assessment process; Finally, it is necessary to do a good job in the supervision and assessment of the appraisers, and use relevant indicators (including the feedback of the appraisers and the feedback of the market supervisor, etc.) to test the fairness of the assessment process. With the improvement of the "third party" mechanism, the company can consider introducing the "third party" mechanism to participate in the company assessment if conditions permit, so as to reduce the influence of human factors that seriously interfere with the assessment results. (4) Strengthening communication and optimizing the assessment system "Communication, communication and re-communication" is a famous saying of management master Welch. He believes that communication is the soul of performance appraisal and needs to run through the performance appraisal from beginning to end. Take the account manager assessment as an example. When setting assessment indicators, the indicator setters should go deep into the grassroots, consider the rationality of indicator setting through communication with employees and customers, and listen to the opinions of the assessed, because only the assessment scheme they are willing to accept can get their support and have incentive effect. In the specific assessment process, we should also listen to the explanations of the assessed, rather than simply accusing the assessed with administrative orders. Before releasing the assessment results, we should also be good at listening to the feedback of the assessed, so that the appraisers can clearly point out the defects and areas that need improvement in the work of the account manager, and make an improvement plan for one of its shortcomings through communication, and at the same time agree on the performance goals that the employees will achieve in the next stage. After the results are announced, account managers should also be allowed to make performance representations and put forward different opinions on the assessment results. (V) To realize the seamless connection between the assessment results and employees' personal promotion, the key is to give employees "benefits" through assessment. Under the current trend of personnel and employment system reform in the industry, enterprises should seamlessly connect the performance appraisal of account managers with employees' career planning, and truly take the assessment results as the basis for evaluating first, rewarding first, rewarding new benefits, learning and training, and promoting and lowering positions, so as to stimulate employees' work enthusiasm.