【摘要】：改革開(kāi)放以來(lái)，經(jīng)歷20多年發(fā)展的中國(guó)保險(xiǎn)業(yè)，是各行業(yè)中發(fā)展最迅猛的，但是行業(yè)長(zhǎng)期積累的一些矛盾和問(wèn)題逐步顯現(xiàn)，我國(guó)保險(xiǎn)市場(chǎng)目前還是一個(gè)以同質(zhì)化產(chǎn)品競(jìng)爭(zhēng)為主的市場(chǎng)，特別是近幾年來(lái)，保險(xiǎn)市場(chǎng)主體迅速擴(kuò)大，市場(chǎng)競(jìng)爭(zhēng)異常激烈，雖然各家保險(xiǎn)公司都有著各自不同的發(fā)展策略，但保險(xiǎn)業(yè)整體仍處在“產(chǎn)品銷(xiāo)售導(dǎo)向”階段。產(chǎn)品同質(zhì)化程度高，服務(wù)水平低，客戶的真實(shí)保障需求并沒(méi)有得到有效滿足，片面追求市場(chǎng)份額、理賠難的現(xiàn)象仍時(shí)有發(fā)生。保險(xiǎn)發(fā)展策略的滯后正嚴(yán)重制約著行業(yè)的健康持續(xù)發(fā)展。 太平洋財(cái)產(chǎn)保險(xiǎn)公司作為我國(guó)第三大產(chǎn)險(xiǎn)公司，，幾年來(lái)在企業(yè)規(guī)模、市場(chǎng)份額、經(jīng)營(yíng)效益方面尋求平衡與發(fā)展，在提高市場(chǎng)核心競(jìng)爭(zhēng)力、控制企業(yè)綜合成本率、增強(qiáng)公司服務(wù)理念方面不斷加以創(chuàng)新，在我國(guó)財(cái)產(chǎn)保險(xiǎn)市場(chǎng)上依舊占居第二份額，市場(chǎng)平均增速、綜合成本率、經(jīng)營(yíng)利潤(rùn)率均超越行業(yè)平均水平，被認(rèn)為是全行業(yè)經(jīng)營(yíng)效益最優(yōu)的公司之一。 近年來(lái)，黑龍江分公司在經(jīng)營(yíng)上實(shí)現(xiàn)了超常規(guī)、跨越式發(fā)展，在市場(chǎng)定位、經(jīng)營(yíng)策略、銷(xiāo)售能力、團(tuán)隊(duì)建設(shè)等方面取得了不斐的業(yè)績(jī)。本文在推進(jìn)“以客戶需求為導(dǎo)向”戰(zhàn)略轉(zhuǎn)型的前提下，對(duì)中國(guó)太平洋財(cái)產(chǎn)保險(xiǎn)股份有限公司黑龍江分公司的戰(zhàn)略轉(zhuǎn)型進(jìn)行了系統(tǒng)的研究。論文首先對(duì)黑龍江分公司近年來(lái)的經(jīng)營(yíng)狀況、存在的問(wèn)題、宏觀環(huán)境、轉(zhuǎn)型的必要性等進(jìn)行了詳盡的分析；其次，充分利用SWOT理論分析了公司當(dāng)前發(fā)展中面臨的機(jī)會(huì)、威脅、優(yōu)勢(shì)和劣勢(shì)，提出了戰(zhàn)略轉(zhuǎn)型的必要性；最后，結(jié)合太平洋產(chǎn)險(xiǎn)黑龍江分公司的自身實(shí)際情況，提出了“以客戶需求為導(dǎo)向”戰(zhàn)略轉(zhuǎn)型策略和戰(zhàn)略轉(zhuǎn)型的保障性措施，對(duì)于黑龍江分公司的未來(lái)發(fā)展有著十分重要的借鑒意義。
[Abstract]:Since the reform and opening up, China's insurance industry, which has experienced more than 20 years of development, has been the most rapidly developing industry, but some contradictions and problems accumulated by the industry over a long period of time have gradually emerged. At present, the insurance market of our country is still a market dominated by the competition of homogeneous products. Especially in recent years, the main body of the insurance market has expanded rapidly and the market competition is extremely fierce, although each insurance company has its own different development strategies. However, the insurance industry as a whole is still in the stage of "product sales-oriented". The product homogenization is high, the service level is low, the customer's real safeguard demand has not been met effectively, the one-sided pursuit of market share, the phenomenon of the claim difficulty still occurs from time to time. The lag of insurance development strategy is seriously restricting the healthy and sustainable development of the industry. As the third largest property insurance company in China, Pacific property Insurance Company has been seeking balance and development in the aspects of enterprise scale, market share and operating efficiency in recent years, in order to improve the core competitiveness of the market and control the comprehensive cost rate of the enterprise. To enhance the service concept of the company to constantly innovate, in China's property insurance market still occupy the second share, the average growth rate of the market, comprehensive cost rate, operating profit margin are above the average level of the industry, It is considered to be one of the most profitable companies in the whole industry. In recent years, Heilongjiang Branch has achieved extraordinary and leap-forward development in its management, and has made remarkable achievements in market positioning, management strategy, sales ability, team building, etc. In this paper, the strategic transformation of Heilongjiang Branch of China Pacific property Insurance Co., Ltd. is systematically studied on the premise of "customer-oriented" strategic transformation. Firstly, the paper makes a detailed analysis of the management situation, the existing problems, the macro environment and the necessity of the transformation of Heilongjiang Branch in recent years. Secondly, the paper makes full use of SWOT theory to analyze the opportunities, threats, strengths and weaknesses faced by the company in its current development, and puts forward the necessity of strategic transformation. Finally, according to the actual situation of Heilongjiang Branch of Pacific property Insurance Company, this paper puts forward the strategy of "customer-demand-oriented" strategic transformation and the safeguard measures of strategic transformation. For the future development of Heilongjiang Branch has a very important reference significance.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F842.3

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