發(fā)布時間：2018-12-20 22:19

【摘要】：步入21世紀以來，尤其是2008年國際金融危機之后，面對復(fù)雜的國內(nèi)外經(jīng)濟形勢，中國保險行業(yè)發(fā)展驅(qū)動因素的效應(yīng)逐漸減弱，進入了周期性調(diào)整階段，各項矛盾和問題逐漸顯現(xiàn)，包括營銷員增員困難、銀保取消駐點銷售、產(chǎn)品創(chuàng)新不足、客戶服務(wù)體系亟待改善等問題日益凸顯�？梢哉f，中國壽險業(yè)已經(jīng)到了不得不進行改革的階段，一味追求保費規(guī)模的粗放式經(jīng)營方式難以為繼，必須立足于行業(yè)及公司的可持續(xù)發(fā)展，進行結(jié)構(gòu)調(diào)整和發(fā)展模式改革。作為中國經(jīng)濟最發(fā)達、最活躍地區(qū)的東部沿海城市，在保險業(yè)改革創(chuàng)新方面一直走在行業(yè)發(fā)展的前列。廈門作為我國首批實行對外開放的五個經(jīng)濟特區(qū)之一，地處改革開放的最前沿，是我國東南沿海和海峽西岸重要的中心城市，是現(xiàn)代化國際港口風(fēng)景旅游城市，也是現(xiàn)代服務(wù)業(yè)、科技創(chuàng)新中心和國際航運中心，同時還是全國保險改革發(fā)展實驗區(qū)和兩岸區(qū)域性金融服務(wù)中心�？梢哉f，廈門的壽險行業(yè)發(fā)展具有較強的典型性。 本文以國內(nèi)第三大壽險企業(yè)——新華人壽保險股份有限公司（以下簡稱“新華保險”）2002年在廈門設(shè)立的二級直管分公司為例進行分析和闡述。本文首先分析廈門新華發(fā)展現(xiàn)狀以及面臨的機遇、挑戰(zhàn)、優(yōu)勢和劣勢，，其次立足廈門當(dāng)?shù)厥袌�，結(jié)合總公司的經(jīng)營戰(zhàn)略，提出廈門新華的戰(zhàn)略目標和定位，即以客戶為中心和實現(xiàn)公司的價值成長，其中以客戶為中心包括“兩增一優(yōu)”策略，即客戶總量增長、客戶價值增長和客戶結(jié)構(gòu)優(yōu)化，公司價值成長指的是保費規(guī)模成長、業(yè)務(wù)結(jié)構(gòu)優(yōu)化、業(yè)務(wù)品質(zhì)優(yōu)化和資源配置優(yōu)化四個重要方面。接著提出落實戰(zhàn)略目標的八項重要舉措，最后闡述實現(xiàn)戰(zhàn)略目標的五大保障，即制度保障、人才保障、資源保障、品牌保障和文化保障。本文多維度地對各類數(shù)據(jù)進行了分析，包括區(qū)域經(jīng)濟發(fā)展情況、壽險市場情況、公司整體經(jīng)營情況、業(yè)務(wù)渠道經(jīng)營情況、客戶結(jié)構(gòu)、銷售隊伍結(jié)構(gòu)、管理梯隊情況、機構(gòu)發(fā)展情況、產(chǎn)品結(jié)構(gòu)等方面，力圖通過對各類數(shù)據(jù)的整理和分析，診斷和理清廈門新華的經(jīng)營現(xiàn)狀和發(fā)展方向，有針對性地提出發(fā)展舉措，從而尋找能夠?qū)崿F(xiàn)公司健康可持續(xù)發(fā)展的道路。
[Abstract]:Since the beginning of the 21st century, especially after the 2008 international financial crisis, in the face of the complex domestic and foreign economic situation, the effect of the driving factors of the development of China's insurance industry has gradually weakened and entered the stage of cyclical adjustment. The contradictions and problems appear gradually, including the difficulty of increasing sales staff, the cancellation of bancassurance sales, the shortage of product innovation, the urgent improvement of customer service system, and so on. It can be said that the life insurance industry in China has reached the stage of having to be reformed, and the extensive mode of operation which blindly pursues the scale of premium is difficult to continue, and must be based on the sustainable development of the industry and the company, and carry out structural adjustment and reform of the development model. As the most developed and active eastern coastal city in China, the reform and innovation of insurance industry has always been in the forefront of industry development. As one of the first five special economic zones to open to the outside world in China, Xiamen is located at the forefront of reform and opening up. Xiamen is an important central city along the southeast coast of China and the west bank of the Straits, and is a modern international port scenic tourist city. It is also a modern service industry, a scientific and technological innovation center and an international shipping center, as well as a national insurance reform and development experimental area and a cross-Strait regional financial service center. It can be said that Xiamen's life insurance industry development has a strong typicality. This paper analyzes and expounds the second-level direct-managed branch set up in Xiamen in 2002 by Xinhua Life Insurance Co., Ltd, the third largest life insurance enterprise in China (hereinafter referred to as "Xinhua Insurance"). This paper first analyzes the current situation of Xiamen Xinhua's development and the opportunities, challenges, advantages and disadvantages faced by Xiamen, then based on the local market of Xiamen, combined with the management strategy of the head office, puts forward the strategic objectives and positioning of Xiamen Xinhua. That is to say, taking customer as the center and realizing the growth of company's value, among which, taking customer as the center includes the strategy of "two increasing and one excellent", that is, the growth of total amount of customers, the growth of customer value and the optimization of customer structure. The growth of company value refers to the growth of premium scale. Business structure optimization, business quality optimization and resource allocation optimization are four important aspects. Then it puts forward eight important measures to implement the strategic goal, and finally expounds the five guarantees to realize the strategic goal, that is, system guarantee, talent guarantee, resource guarantee, brand guarantee and cultural guarantee. This paper analyzes various kinds of data, including the development of regional economy, life insurance market, company's overall management, business channel management, customer structure, sales team structure, management echelon, etc. In the areas of institutional development, product structure, and so on, through the collation and analysis of various kinds of data, the paper tries to diagnose and clarify the current business situation and development direction of Xiamen Xinhua, and puts forward development measures in a targeted manner. In order to find a way to achieve a healthy and sustainable development of the company.
【學(xué)位授予單位】：西安科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272;F842.3

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