That centre now gets the right products to the right place at the right time, virtually one hundred per cent of the time. That's better than we've managed to achieve elsewhere, and contributes to the high degree of satisfaction in the stores it services

現(xiàn)在，該中心在會(huì)在正確的時(shí)間把正確的貨物送到正確的地方，幾乎是百分之百。這比我們?cè)谄渌胤剿〉玫某删鸵玫枚啵⒂兄谔岣咚?wù)的商店的滿意度。

With Performance Management, the desired behaviour becomes routine, so it gives a long-term payoff. And once employees understand their roles more clearly, and have changed the way they work, it's much easier to agree on realistic objectives. This makes it less likely that the company has to cut costs, or take other emergency measures.

在績(jī)效管理中，期望的行為變成了例行公事，因此它會(huì)帶來(lái)長(zhǎng)期的回報(bào)。一旦員工更清楚地了解他們的角色，改變了他們的工作方式，就更容易就現(xiàn)實(shí)的目標(biāo)達(dá)成一致。這降低了公司削減成本或采取其他緊急措施的可能性。

To round off, let me say that Performance Management has really transformed Best Value. And the important thing to remember is that it works for everyone.

最后，我想說(shuō)，績(jī)效管理確實(shí)改變了Best Value。重要的是要記住它對(duì)每個(gè)人都適用。