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评语：不合格，整体内容把握能力差。翻译工作所要求的能力不仅仅是语言方面的能力，更重要的对内容的整体把握能力，需要译者具备对新知识的快速学习和掌握能力。该译者很明显不具备这个能力，关键词翻译偏差太大。

REWARDING
报酬

The starting point for developing a system to reward key account managers is clarity on the requirements of the job. In particular the firm must be clear about the appropriate performance metrics. We commence with a discussion on performance measurement before turning to reward systems.
开发一个关键账户经理的报酬系统旨在澄清工作要求。特别是公司必须清楚适当的绩效测量。我方在转向报酬系统前开始就绩效测量进行讨论。

PERFORMANCE MEASUREMENT
绩效测量
We can conceptualize key account manager responsibilities as varying on two related dimensions:
我方可以在以下两方面使关键账户经理责任概念化：
? Scope of the job: Responsibility at regional, national or global; and at the business or corporate level;
? 工作范围：区域、国家或全球范围的责任；和商业业务或公司等级层面的责任
? Nature of the job: From a short-term sales focus based on individual achievement to long-run relationship development involving management of a key account team.
? 工作性质：从侧重基于个人成就的短期销售业绩至涉及关键账户团队管理的长期关系发展。

As the scope of the key account manager job expands, and as the nature shifts from short- to long-term, the measurement system has to change. For key account managers whose major responsibility is short-term sales, sales volume (or, possibly, profit contribution) in the current period is a typical metric. As the time horizon becomes longer, revenues and profits in the current period are still important, but maintaining/putting the key account/supplier relationship on a sound footing for the long run typically has increased significance. In addition to sales revenues, such measures as sales growth, share of relevant business, profit contribution, product mix, new business development, pipeline measures like designation as a preferred supplier, and customer satisfaction become important. Clearly, developing metrics to measure long run performance is more complicated than focusing solely on current sales.
由于关键账户经理工作范围的扩大，且其性质由短期变成长期，测量系统必须作出改变。对于主要责任是短期销售的关键账户经理，其销售量（或可能的利润贡献）在现阶段按照典型的测量。由于时间范围变长，现阶段的收益和利润仍然重要，但维持关键账户/供应商关系的长期稳定已变得越来越重要。除销售收益外，测量如销售增长、相关商业份额、利润贡献、产品混合、新业务开发、管道测量（例如指定一个首选供应商），和客户满意度变得重要。当然，开发测量长期绩效的测量方式比仅侧重当前销售额更加复杂。
Some firms are using the balanced scorecard approach for evaluating the performance of key account managers. In this method, the firm develops measures in several different areas like:
一些公司目前正使用平衡记分卡方式进行关键账户经理的评估。此方法中，公司在多个不同领域开发了测量，如下所示：
? financial performance including sales revenues and profit contribution;
? 财务绩效，包括销售收益和利润贡献；
? growth including new applications developed; sales to previously unsold customer divisions;
? 增长，包括开发的新应用；销售至先前未销售的客户；
? customer including customer satisfaction, and
? 客户，包括客户满意度，和
? internal including quality of internal firm relationships, inventory management, and team leadership.
? 内部，包括内部公司关系质量、库存管理和团队领导能力。

The balance among short-term and long-term success measures is likely to vary across the type of supplier/key account relationship -- vendor, preferred supplier, and partner -- Chapter 2. In addition, performance measures for a key account manager operating at the corporate level for a multi-business supplier are likely to load more heavily on the long run. By contrast, performance measures for a key account manager role occupied by a salesperson reporting to a regional sales manager are likely to be more short-run oriented.
短期和长期成功测量之间的平衡可能在供应商/关键账户关系类型上各不相同（第二章供货商、首选供应商和合作伙伴）。此外，在公司等级操作为多元化业务供应商的关键账户经理的绩效测量，很可能更侧重于长期。相反，向区域销售经理上报的销售人员的关键账户经理角色的绩效测量，很可能更侧重于短期。
Example: Drugco (disguised) employed four groups of measures for key account teams encompassing nine measures in total: financial – sales by account, market share, responsibility earnings; operational efficiency – budget, process improvement; innovation/creativity – learning, resource utilization; customer/team satisfaction – customer and 360? team survey.
举例：Drugco（化名）采用了四组关键账户团队的测量方式，总共包括九种测量方式：财务-账户销售、市场份额、责任收益；操作效率-预算、过程改进；创新/创造力-学习、资源利用；客户/团队满意度-客户和360?团队调查。
Example: Mobil Oil developed a systematic process for identifying goals for a key account relationship (customer and Mobil), measures to meet goals, and a scorecard to monitor progress in meeting the goals.
举例：美孚石油公司开发了一个系统化过程，用于识别关键账户关系（客户和美孚石油公司）的目标、达到目标的测量，和一个监控达到目标的进展情况的记分卡。
In selecting the appropriate metrics for key account manager performance, management should consider four often-competing objectives:
在选择适当的关键账户经理绩效测量时，管理应考虑四种经常性竞争目标：
? alignment with the vision, mission, strategy, and objectives at the key account;
? 符合关键账户的前景、使命、策略和目标；
? controllable by the key account manager;
? 关键账户经理可以进行控制；
? trackable by firm reporting systems; and
? 公司报告系统可以进行追踪；和
? focused -- avoiding too many measures.
? 专注—避免测量方式过多。

Focus is a particular issue. An excessive number of measures is confusing and may divert key account managers from their central objective. Figure 4.3 shows study results indicating the actual number of performance measures firms use for key account managers.
专注是一个特别的问题。过多的测量方式容易造成混淆和阻碍关键账户经理达到中心目标。图4.3显示了指定实际数量的使用关键账户经理的绩效测量公司的研究结果。
Insert Figure 4.3 about here
在此处插入图4.3
Having identified the appropriate performance metrics for key account managers, supplier management and individual key account managers should jointly agree on required performance levels at individual key accounts. The firm should take care to ensure that it links performance levels as directly as possible to objectives in the key account plan. In turn, the firm should closely link these levels to the key account manager’s reward structure.
在识别关键账户经理的适当绩效测量后，供应商管理和个人关键账户经理应共同同意所需的个人关键账户的绩效等级。公司应仔细确保将绩效等级尽可能直接与关键账户计划中的目标挂钩。反之，公司应将这些绩效等级紧密地与关键账户经理的报酬结构挂钩。