本文選題：保險(xiǎn)代理　切入點(diǎn)：公司發(fā)展戰(zhàn)略　出處：《昆明理工大學(xué)》2017年碩士論文

【摘要】：改革開(kāi)放后,我國(guó)社會(huì)經(jīng)濟(jì)發(fā)展水平和公眾風(fēng)險(xiǎn)意識(shí)的不斷提高,保險(xiǎn)需求與日俱增,保險(xiǎn)中介快速崛起,尤其是在保險(xiǎn)代理行業(yè)。1998年以來(lái),保險(xiǎn)代理行業(yè)進(jìn)入了快速發(fā)展的新階段,機(jī)構(gòu)數(shù)量快速增加,業(yè)務(wù)規(guī)模逐漸擴(kuò)大,已經(jīng)成為我國(guó)保險(xiǎn)中介市場(chǎng)的重要力量。發(fā)展保險(xiǎn)代理行業(yè)已成為保險(xiǎn)體制改革的必然要求。而與此同時(shí),由于起步晚、基礎(chǔ)差,保險(xiǎn)代理行業(yè)與我國(guó)現(xiàn)代社會(huì)經(jīng)濟(jì)發(fā)展水平及保險(xiǎn)體制改革發(fā)展的需要還很不相適應(yīng)。SA保險(xiǎn)代理公司成立于2009年,是我國(guó)較早進(jìn)入保險(xiǎn)代理行業(yè)之一的公司,通過(guò)不斷摸索,穩(wěn)健發(fā)展,規(guī)模逐步擴(kuò)大,在省內(nèi)設(shè)立了多家分支機(jī)構(gòu)。2007年11月,中國(guó)保監(jiān)會(huì)在《關(guān)于保險(xiǎn)中介市場(chǎng)發(fā)展的若干意見(jiàn)》中為鼓勵(lì)保險(xiǎn)專業(yè)代理機(jī)構(gòu)大力發(fā)展引入了更加靈活的機(jī)制。2009年中國(guó)保監(jiān)會(huì)允許符合條件的保險(xiǎn)專業(yè)代理機(jī)構(gòu)在全國(guó)開(kāi)展業(yè)務(wù),2010年起開(kāi)始正式批復(fù)全國(guó)性代理公司。在此背景下,SA保險(xiǎn)代理公司應(yīng)該如何抓住難得的歷史機(jī)遇,實(shí)施突破性的發(fā)展,是公司目前面臨的最重大的戰(zhàn)略問(wèn)題。本文以SA保險(xiǎn)代理公司為研究對(duì)象,采取了理論分析與案例研究相結(jié)合的方式,對(duì)SA保險(xiǎn)代理公司戰(zhàn)略問(wèn)題進(jìn)行分析,通過(guò)比較分析得出結(jié)論:SA保險(xiǎn)代理公司應(yīng)改變現(xiàn)有的擴(kuò)張戰(zhàn)略,實(shí)施目標(biāo)聚焦戰(zhàn)略,將經(jīng)營(yíng)區(qū)域聚焦于河北省,將客戶群聚焦在股東、大型或系統(tǒng)性行業(yè)客戶,將保險(xiǎn)產(chǎn)品聚焦在政策性保險(xiǎn)和地方經(jīng)濟(jì)發(fā)展的配套產(chǎn)品上,在產(chǎn)品研發(fā)、承保、理賠、投資、營(yíng)銷、客戶服務(wù)等六方面實(shí)施目標(biāo)聚焦的措施,建立競(jìng)爭(zhēng)優(yōu)勢(shì)。為保證戰(zhàn)略的執(zhí)行落地制定了配套的保障措施:一是重塑公司文化;二是重新搭建組織結(jié)構(gòu),調(diào)整部門職能;三是建立有序的人力資源儲(chǔ)備;四是構(gòu)建集中管控、分級(jí)管理、流程標(biāo)準(zhǔn)化、授權(quán)差異化的財(cái)務(wù)管理體系;五是對(duì)組織實(shí)行分級(jí)分類考核,由分公司認(rèn)領(lǐng)年度的任務(wù)目標(biāo);六是加強(qiáng)營(yíng)銷管理;七是加強(qiáng)與銀行、金融擔(dān)保及保險(xiǎn)公司的深入合作等。
[Abstract]:Since the reform and opening up, the level of social and economic development and the public awareness of risk have been continuously improved, the demand for insurance has been increasing, and insurance intermediaries have risen rapidly, especially in the insurance agency industry.The insurance agency industry has entered a new stage of rapid development, the number of institutions has increased rapidly and the business scale has gradually expanded, which has become an important force in the insurance intermediary market of our country.The development of insurance agency industry has become the inevitable requirement of insurance system reform.At the same time, due to the late start and poor foundation, the insurance agency industry and the level of modern social and economic development of our country and the needs of the reform and development of the insurance system are not suitable for the establishment of the insurance agency company in 2009.Is our country early enters one of the insurance agency profession's company, through unceasingly groping, the steady development, the scale expands step by step, has set up many branches in the province. November, 2007,The CIRC has introduced a more flexible mechanism to encourage the development of insurance professional agencies in "some opinions on the Development of Insurance intermediary Market". In 2009, CIRC allowed qualified insurance professional agents.Construction in the country to carry out business, in 2010 began to formally approve the national agency.Under this background, how to seize the rare historical opportunity and implement the breakthrough development for SA insurance agency company is the most important strategic problem facing the company at present.This paper takes SA insurance agency company as the research object, adopts the method of combining the theory analysis and the case study, carries on the analysis to the SA insurance agent company strategy question.Through comparative analysis, we draw the conclusion that: SA insurance agency should change its existing expansion strategy, implement the target focusing strategy, focus its business area on Hebei Province, and focus its customer base on shareholders, large or systematic industry customers.The insurance products should be focused on the supporting products of policy insurance and local economic development, and the measures should be implemented in six aspects: product research and development, insurance, claim settlement, investment, marketing, customer service, so as to establish the competitive advantage.In order to ensure the implementation of the strategy to the ground to formulate supporting safeguards: first, to reshape the company culture; second, to re-establish the organizational structure, adjust the functions of the department; third, to establish an orderly human resources reserve; fourth, to build centralized control, hierarchical management,Process standardization, differentiated financial management system of authorization; fifth, the implementation of classification and assessment of the organization, the task objectives of which are to be claimed by the branch company for the year; sixth, to strengthen the marketing management; and, seventh, to strengthen the work with the bank,Financial guarantee and insurance companies, such as in-depth cooperation.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F842.3

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