本文選題：保險(xiǎn)營(yíng)銷員 + 管理體制��； 參考：《廣西大學(xué)》2013年碩士論文

【摘要】：自1992年以來,保險(xiǎn)營(yíng)銷員制度在促進(jìn)中國(guó)保險(xiǎn)業(yè)快速增長(zhǎng)等方面發(fā)揮了重要作用。但是,隨著社會(huì)環(huán)境的不斷變化,我國(guó)保險(xiǎn)業(yè)了進(jìn)入了新的發(fā)展階段,保險(xiǎn)營(yíng)銷員管理方面的一些體制性矛盾和問題開始顯現(xiàn)。管理粗放、大進(jìn)大出、素質(zhì)不高和關(guān)系不順等問題比較突出。通過改革創(chuàng)新中國(guó)現(xiàn)行的保險(xiǎn)營(yíng)銷員管理體制,逐步解決這些問題,對(duì)實(shí)現(xiàn)我國(guó)保險(xiǎn)業(yè)健康和可持續(xù)地發(fā)展、提升保險(xiǎn)行業(yè)的社會(huì)形象、防范保險(xiǎn)市場(chǎng)的系統(tǒng)性風(fēng)險(xiǎn)和維護(hù)保險(xiǎn)消費(fèi)者的利益具有深遠(yuǎn)的意義。 中國(guó)保險(xiǎn)監(jiān)管部門也認(rèn)識(shí)到改革現(xiàn)行營(yíng)銷員管理體制的重要性和緊迫性。中國(guó)保監(jiān)會(huì)在2009年進(jìn)行了深入的市場(chǎng)調(diào)研,在2010年正式啟動(dòng)了我國(guó)營(yíng)銷員管理體制的改革工作。到2012年,中國(guó)保險(xiǎn)監(jiān)管部門對(duì)我國(guó)保險(xiǎn)營(yíng)銷員管理體制的改革思路更加明確,制定的改革措施和任務(wù)也更加具體,具有可操作性。不少保險(xiǎn)公司也顯示出了改革的熱情,紛紛按照保險(xiǎn)監(jiān)管部門的政策積極地進(jìn)行改革、創(chuàng)新和探索。在我國(guó)保險(xiǎn)營(yíng)銷員管理體制的改革實(shí)踐中,既有可喜的成績(jī),也面臨諸多的困難。 中國(guó)現(xiàn)行的保險(xiǎn)營(yíng)銷員管理體制到底要怎樣進(jìn)行改革?改革的復(fù)雜性和艱巨性到底體現(xiàn)在什么地方?改革中要注意的問題有那些?改革的框架是什么樣子的?改革的內(nèi)容有哪些?本文將對(duì)這些問題做出探討。 本文按照理論分析→現(xiàn)實(shí)分析→經(jīng)驗(yàn)借鑒→改革框架和改革建議的思路進(jìn)行研究。研究發(fā)現(xiàn),我國(guó)現(xiàn)行的管理體制存在著管理體制不夠本土化、管理體制呈現(xiàn)粗放化和短期化等問題。這些問題的是由諸多因素長(zhǎng)期積累而形成的。改革現(xiàn)行體制具有艱巨性和復(fù)雜性。在借鑒發(fā)達(dá)國(guó)家和地區(qū)的成熟經(jīng)驗(yàn)的基礎(chǔ)之上,筆者立足中國(guó)國(guó)情,構(gòu)建了一個(gè)具有中國(guó)特色的動(dòng)態(tài)改革框架——“三步走”的改革框架,即分三個(gè)階段來逐步推進(jìn)改革。最后,提出了保險(xiǎn)公司要不斷壯大其規(guī)模和資本力量,提高創(chuàng)新能力和依托現(xiàn)行管理體制完善八大保險(xiǎn)營(yíng)銷員管理制度等七個(gè)改革建議。
[Abstract]:Since 1992, the insurance marketer system has played an important role in promoting the rapid growth of China's insurance industry. However, with the continuous change of social environment, China's insurance industry has entered a new stage of development, and some systemic contradictions and problems in the management of insurance marketers have begun to appear. Extensive management, big in and out, quality is not high and relationship problems are more prominent. By reforming and innovating the current management system of insurance marketers in China and gradually solving these problems, we can realize the healthy and sustainable development of the insurance industry in China and promote the social image of the insurance industry. It is of great significance to guard against the systemic risk of insurance market and to safeguard the interests of insurance consumers. China's insurance regulator also recognizes the importance and urgency of reforming the current marketer management system. China Insurance Regulatory Commission (CIRC) conducted in-depth market research in 2009 and officially launched the reform of marketing management system in China in 2010. By 2012, China's insurance regulatory department has made the reform of insurance marketers' management system more clear, and the reform measures and tasks formulated are more specific and operable. Many insurance companies have also shown the enthusiasm of reform, in accordance with the policies of insurance regulatory authorities to actively carry out reform, innovation and exploration. In the reform of management system of insurance marketers in China, there are not only gratifying achievements, but also many difficulties. How to reform the current management system of insurance marketers in China? What is the complexity and arduousness of the reform? What problems should we pay attention to in the reform? What is the framework for reform? What is the content of the reform? This article will make the discussion to these questions. Based on the theoretical analysis and practical analysis, this paper studies the reform framework and suggestions. It is found that the current management system of our country has some problems, such as insufficient localization, extensive management system and short-term management system. These problems are formed by the accumulation of many factors over a long period of time. Reforming the current system is arduous and complicated. On the basis of the mature experience of developed countries and regions, based on the situation of China, the author constructs a dynamic reform frame with Chinese characteristics-"three steps" reform frame, that is, to advance the reform step by step in three stages. Finally, seven reform suggestions are put forward for insurance companies to expand their scale and capital strength, to improve their innovation ability and to improve the management system of eight insurance marketers by relying on the current management system.
【學(xué)位授予單位】：廣西大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F842.3

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