随着我国经济高速发展，健康成为了人们日益关注的话题。在医院救死扶伤的背后，有着一批医械企业在不断进取创新、不断革新技术推出医疗器械产品辅助医生治病救人。2015年医疗器械行业被称之为“元年”，国务院及国家食品药品监督管理总局出台了一系列法律法规，扶持推动着医疗器械行业进入正规化快速化发展。F公司是一家中英合资的医疗器械企业，现行的销售人员薪酬制度执行于2014年1月1日，当初制定的薪酬制度已经开始显现出某些弊端，如基本工资老板一言堂、绩效目标设置不切实际、提成方式混乱、福利项目少、员工向上发展空间不足等，严重影响了一线销售人员的工作热情和主动性，导致公司整体销售额下滑，骨干销售员开始流失，市场占有率有所降低。销售人员是客户和医疗器械企业之间关键的连接纽带和直接的沟通途径，也是企业生存发展的主力军，如何持续有效的激发销售人员的工作热情及提高公司销售额成为摆在F公司面前的重大问题。因此本研究以F公司的销售员为研究对象，通过文献研究、问卷调查以及访谈部分销售人员，使用定性和定量的研究方法以此分析出F公司薪酬体系出现的基本工资无依据、提成比例和方法混乱、缺乏长期性的激励政策、基本社保没有足量缴纳、带薪休假执行效果不佳、福利项目数量少、为员工提供的发展路径不清晰、系统培训机会和外派学习机会少、绩效设定的不合理、工作氛围压抑、薪酬提成的不透明、上级对员工关心度不够等问题；并根据研究国内外薪酬相关文献，构建起全面薪酬与持续激励之间的理论框架，以此理论结合实践分析出现问题的原因来自于管理者意识上的落后、缺乏科学的薪酬管理方法、未重视员工精神层次心理层次等需求；为了稳定销售队伍和实现企业快速发展的目标，本文针对性的对销售部薪酬体系进行设计了良好并符合公司实际情况的基本工资依据制度、科学合理的业绩目标、公平合理的提成方式、超额完成业绩目标的奖励、定期的学习培训、长期职业发展规划、营造良好的企业氛围、完善其他福利项目、为新版薪酬体系顺利实施提供保障措施等优化方案。 本研究专注细分区域创新，结合医疗器械行业特点，聚焦中小型企业易发生的薪酬制度缺陷，用理论联系实际，给出优化解决方案，指导公司激励销售人员，稳定销售队伍，帮助公司提高销售业绩，并可以给其他中小企业薪酬设计起到一些参考作用，因此有一定的实际意义。

With the rapid development of economic, health has become an increasing concern topic in China. Behind the life-saving hospital, there are many medical equipment in the progressive innovation, technology innovation to introduce medical device to assist doctors to help lives. In 2015, industry of medical device was known as” first”, The State Council and The State Food and Drug Administration issued a series of laws and regulations to support and promote the medical device industry to enter the fast track of regular development. F is a jointly Chinese and British owned medical equipment company. The current salary system of sales staff starts in January 1,2014 and the system begun to show some disadvantages. Such as the basic salary is deciding by boss says, performance indicator setting unrealistic, the way of deduction wage is disorder, short of welfare projects, employees have less development space seriously affected sales staff’s enthusiasm and initiative, these problems cause a downturn of the company's overall sales, loss excellent salesman, market share decreased. Sales staff is an important linkage and communication channel between customers and enterprises and is the main force for the survival and development of enterprises. So how to stimulate the sales staff's working enthusiasm and improve the company's sales become a major problem for F company. Using qualitative and quantitative methods in this study, the salesman of the F company as the research object. Through the questionnaire survey and interview assisted sales manager and sales staff to analyze salary system problems of F company. We can have found that F company salary system has many problems including the basic salary not rely on the basis, the way of deduction wage is disorder, lack of long-term incentive policies, the basic social security is not enough, the effective of paid vocation is not good, less of welfare projects, staff development path is not clear, less of training and learning opportunities, performance indicator setting unrealistic, working atmosphere is suppression, pay decisions is not transparency and so on. According to remuneration research at home and abroad, this study wants to build up a theoretical framework between comprehensive salary and persistent excitation.so the author analyze the reasons of problems from the backward management consciousness, lack of scientific compensation management method, the company did not pay attention to employee psychological level .In order to stabilize the salesman and achieve the goal of enterprise development, this study designs the basic wage system accordingly and scientific and reasonable performance goals, Meanwhile this study want to find fair way of deduction wage and the encouragement of fulfil sale tasks excellent. Building regular training, creating a long-term occupation development plan and better working atmosphere. Improving other welfare projects and providing security measures optimization scheme for the new salary system. This study combined with the characteristics of medical equipment industry，focus on a specific segment innovation and occurred easily in the salary system of small and medium-sized enterprises. Linking theory with practice, the study gives the optimization solutions. The author points out how to encourage salesmen and stable sales team. Further giving some advice to the compensation design of other small and medium sized enterprises. Therefore, the study has certain practical significance.