基于KPI在太平洋人壽營銷代理人績效考核體系研究
發(fā)布時間：2018-10-12 08:22
【摘要】：當(dāng)前,由于國內(nèi)保險行業(yè)的發(fā)展時期并不長,發(fā)展初期單純追求市場占有率的現(xiàn)象較為突出,經(jīng)營模式顯得粗放而不精細(xì),從而忽略了公司的綜合經(jīng)營指標(biāo)例如利潤指標(biāo)、續(xù)期保費(fèi)回收情況、客戶滿意度等指標(biāo)的管控等方面,進(jìn)而造成業(yè)務(wù)的質(zhì)量和后期的客戶維護(hù)整體下滑,種種存在的問題也讓公眾對人壽保險行業(yè)產(chǎn)生了嚴(yán)重的質(zhì)疑。 本文以太平洋人壽保險公司云南分公司營銷代理人及團(tuán)隊為研究對象,該公司在市場競爭中具有較強(qiáng)的資產(chǎn)流動性、較大市場規(guī)模和較高的盈利能力。但是由于其他KPI指標(biāo)增長率過低,導(dǎo)致其總體穩(wěn)定性相對較低。然而,個人業(yè)務(wù)保險部門作為公司最大的銷售部門,有其自身的目標(biāo)市場、特有的個人系列保險產(chǎn)品和特有的營銷團(tuán)隊。通過調(diào)查,針對營銷代理人現(xiàn)行績效考核體系進(jìn)行分析,發(fā)現(xiàn)目前該公司的個人業(yè)務(wù)銷售渠道部門在代理人績效考核方面最主要的問題是KPI指標(biāo)設(shè)置欠科學(xué),制定過程偏重于對財務(wù)指標(biāo)的考核上、指標(biāo)設(shè)定和結(jié)果使用的業(yè)績導(dǎo)向性較差以及績效考核依據(jù)的來源不充分,對績效考核結(jié)果僅停留在物質(zhì)獎勵層面；再加上過于重視業(yè)務(wù)部門和人員的業(yè)績表現(xiàn),許多目標(biāo)未能逐一分解或未能量化；各科室缺乏對關(guān)鍵指標(biāo)的有效追蹤等等。不僅太平洋人壽如此,國內(nèi)絕大多數(shù)人壽保險公司在業(yè)務(wù)系列的績效考核體系中存在著同樣的問題。 本文主要針對該壽險公司的個人業(yè)務(wù)保險銷售渠道的營銷團(tuán)隊績效考核體系作分析研究和重構(gòu)。深入剖析問題,以解決這些問題為出發(fā)點,結(jié)合績效考核理論和國內(nèi)外壽險公司成功的績效考核經(jīng)驗,從該營銷團(tuán)隊績效考核三項重要工作傭金、考核、架構(gòu)進(jìn)行分析,有針對性的對太平洋人壽云南分公司績效考核體系進(jìn)行優(yōu)化設(shè)計。期待在績效考核體系在這方面有所突破和創(chuàng)新。本文對中國太平洋人壽保險公司云南分公司適應(yīng)保險業(yè)市場競爭并獲得持續(xù)有效的發(fā)展有著積極而現(xiàn)實的意義。同時對壽險營銷代理人及營銷團(tuán)隊具有一定的指導(dǎo)性。
[Abstract]:At present, because the development period of domestic insurance industry is not long, the phenomenon of pursuing market share in the early stage of development is more prominent, and the business model appears extensive but not delicate, thus neglecting the comprehensive management index of the company, such as profit index. Renewal premium recovery, customer satisfaction and other indicators of control, resulting in the overall decline in the quality of business and later customer maintenance, a variety of problems have also made the public life insurance industry has serious doubts. This paper takes the marketing agent and team of Yunnan Branch of Pacific Life Insurance Company as the research object. The company has strong asset liquidity, larger market scale and higher profitability in the market competition. However, due to the low growth rate of other KPI indicators, its overall stability is relatively low. However, as the largest sales department of the company, the personal business insurance department has its own target market, unique personal insurance products and unique marketing team. Through the investigation and analysis of the current performance appraisal system of marketing agents, it is found that the most important problem in the agent performance appraisal of the personal sales channel department of the company is that the setting of KPI index is not scientific. The formulation process is focused on the assessment of financial indicators, the performance orientation of the setting of indicators and the use of results is poor, and the source of performance evaluation basis is inadequate, the results of performance appraisal only stay at the level of material rewards; Coupled with too much emphasis on the performance of business units and people, many objectives are not broken down or quantified; sections lack effective tracking of key indicators, and so on. Not only Pacific Life but also the vast majority of domestic life insurance companies have the same problems in the performance appraisal system of business series. This paper analyzes and reconstructs the performance appraisal system of the marketing team in the personal insurance channel of the life insurance company. In order to solve these problems as the starting point, combined with the performance appraisal theory and the successful performance appraisal experience of domestic and foreign life insurance companies, this paper analyzes the three important work commission, appraisal and structure of the performance appraisal of the marketing team. The performance appraisal system of Yunnan Branch of Pacific Life is optimized and designed. Look forward to in the performance appraisal system in this respect has a breakthrough and innovation. This paper has positive and practical significance for Yunnan Branch of China Pacific Life Insurance Company to adapt to the competition of insurance market and obtain sustainable and effective development. At the same time, life insurance marketing agents and marketing team has a certain guidance.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F842.3
[Abstract]:At present, because the development period of domestic insurance industry is not long, the phenomenon of pursuing market share in the early stage of development is more prominent, and the business model appears extensive but not delicate, thus neglecting the comprehensive management index of the company, such as profit index. Renewal premium recovery, customer satisfaction and other indicators of control, resulting in the overall decline in the quality of business and later customer maintenance, a variety of problems have also made the public life insurance industry has serious doubts. This paper takes the marketing agent and team of Yunnan Branch of Pacific Life Insurance Company as the research object. The company has strong asset liquidity, larger market scale and higher profitability in the market competition. However, due to the low growth rate of other KPI indicators, its overall stability is relatively low. However, as the largest sales department of the company, the personal business insurance department has its own target market, unique personal insurance products and unique marketing team. Through the investigation and analysis of the current performance appraisal system of marketing agents, it is found that the most important problem in the agent performance appraisal of the personal sales channel department of the company is that the setting of KPI index is not scientific. The formulation process is focused on the assessment of financial indicators, the performance orientation of the setting of indicators and the use of results is poor, and the source of performance evaluation basis is inadequate, the results of performance appraisal only stay at the level of material rewards; Coupled with too much emphasis on the performance of business units and people, many objectives are not broken down or quantified; sections lack effective tracking of key indicators, and so on. Not only Pacific Life but also the vast majority of domestic life insurance companies have the same problems in the performance appraisal system of business series. This paper analyzes and reconstructs the performance appraisal system of the marketing team in the personal insurance channel of the life insurance company. In order to solve these problems as the starting point, combined with the performance appraisal theory and the successful performance appraisal experience of domestic and foreign life insurance companies, this paper analyzes the three important work commission, appraisal and structure of the performance appraisal of the marketing team. The performance appraisal system of Yunnan Branch of Pacific Life is optimized and designed. Look forward to in the performance appraisal system in this respect has a breakthrough and innovation. This paper has positive and practical significance for Yunnan Branch of China Pacific Life Insurance Company to adapt to the competition of insurance market and obtain sustainable and effective development. At the same time, life insurance marketing agents and marketing team has a certain guidance.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F842.3
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