【摘要】：十二五期間是我國(guó)保險(xiǎn)公司加快發(fā)展的重要戰(zhàn)略期，也是深化改革、轉(zhuǎn)變發(fā)展方式的關(guān)鍵期。面對(duì)機(jī)遇與挑戰(zhàn)，如何把握機(jī)遇，找準(zhǔn)位置，確定公司經(jīng)營(yíng)策略，打造企業(yè)核心競(jìng)爭(zhēng)力，是關(guān)系到壽險(xiǎn)公司生存發(fā)展的重大問(wèn)題。中郵人壽保險(xiǎn)股份有限公司作為一家新興壽險(xiǎn)公司，成立僅三年，在經(jīng)營(yíng)模式、運(yùn)營(yíng)管理方面還處于探索階段。中郵人壽湖北分公司正積極籌備，即將獲得批籌開(kāi)業(yè)，研究其創(chuàng)立期的經(jīng)營(yíng)模式和策略，為公司開(kāi)業(yè)后在湖北壽險(xiǎn)市場(chǎng)上快速立足、穩(wěn)健發(fā)展提供思路，也為同業(yè)新興壽險(xiǎn)公司經(jīng)營(yíng)管理提供參考。 本文采用定性與定量相結(jié)合的方法，首先對(duì)湖北中郵人壽經(jīng)營(yíng)的外部環(huán)境、內(nèi)部環(huán)境進(jìn)行了分析，論述了外部環(huán)境各因素對(duì)公司經(jīng)營(yíng)多方面的影響，對(duì)公司內(nèi)部經(jīng)營(yíng)條件進(jìn)行了客觀(guān)評(píng)估。其次，在綜合內(nèi)外環(huán)境分析的基礎(chǔ)上，通過(guò)SWOT分析法，歸納了公司自身的優(yōu)勢(shì)和劣勢(shì)，，剖析了公司面臨的市場(chǎng)機(jī)會(huì)和外部威脅，在明確公司發(fā)展戰(zhàn)略和目標(biāo)情況下，對(duì)公司的經(jīng)營(yíng)策略進(jìn)行了合理匹配和定位，指出公司應(yīng)通過(guò)“自營(yíng)+代管”的特色經(jīng)營(yíng)模式，采取差異化經(jīng)營(yíng)，不斷豐富產(chǎn)品體系、優(yōu)化業(yè)務(wù)結(jié)構(gòu)、拓展銷(xiāo)售渠道，在目標(biāo)市場(chǎng)中樹(shù)立起郵政自辦保險(xiǎn)品牌形象。 最后，本文從建立聯(lián)動(dòng)發(fā)展機(jī)制、創(chuàng)新?tīng)I(yíng)運(yùn)管理模式、構(gòu)建一體化客戶(hù)服務(wù)平臺(tái)、加強(qiáng)人才隊(duì)伍建設(shè)、強(qiáng)化信息技術(shù)支撐五個(gè)方面，為實(shí)施公司經(jīng)營(yíng)策略提出了具體措施，為經(jīng)營(yíng)目標(biāo)的實(shí)現(xiàn)提供了實(shí)施路徑和保障。
[Abstract]:The twelfth five-year plan period is an important strategic period for China's insurance companies to speed up their development, and also a key period for deepening reform and changing the mode of development. Facing the opportunity and challenge, how to grasp the opportunity, find the correct position, determine the company's management strategy, and build the core competitiveness of the enterprise are the major problems related to the survival and development of the life insurance company. China Post Life Insurance Co., Ltd. as a new life insurance company, established only three years, in the business model, operational management is still in the exploration stage. The Hubei Branch of China Post Life Insurance Company is actively preparing to get approval to open its business soon, to study the business model and strategy of its founding period, and to provide a train of thought for the company to quickly establish its foothold in the Hubei life insurance market and to develop steadily after the opening of business. Also for the same industry emerging life insurance company management to provide a reference. By combining qualitative and quantitative methods, this paper first analyzes the external environment and internal environment of Hubei Zhongyou Life Insurance, and discusses the influence of various factors of external environment on the operation of the company. The internal operating conditions of the company were evaluated objectively. Secondly, on the basis of comprehensive analysis of internal and external environment, this paper summarizes the advantages and disadvantages of the company through SWOT analysis, analyzes the market opportunities and external threats faced by the company, and defines the development strategy and objectives of the company. This paper makes a reasonable matching and positioning of the company's management strategy, and points out that the company should adopt the characteristic management mode of "self-management", adopt the differentiated management, enrich the product system, optimize the business structure, and expand the sales channels. In the target market to establish the post-run insurance brand image. Finally, this paper puts forward the concrete measures for the implementation of the company management strategy from five aspects: establishing the linkage development mechanism, innovating the operation management mode, constructing the integrated customer service platform, strengthening the construction of the talent team, and strengthening the information technology support. Provides the implementation path and the safeguard for the management goal realization.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.3;F842.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 桑強(qiáng);;保險(xiǎn)公司價(jià)值鏈及經(jīng)營(yíng)要素分析[J];當(dāng)代經(jīng)濟(jì)管理;2008年04期

2 鄭冬,陸建明;我國(guó)個(gè)人壽險(xiǎn)分銷(xiāo)模式的完善[J];上海保險(xiǎn);2004年04期

3 梁慧軒;;抓服務(wù)嚴(yán)監(jiān)管 明顯改善保險(xiǎn)行業(yè)形象 防風(fēng)險(xiǎn)促發(fā)展 不斷提高市場(chǎng)運(yùn)行質(zhì)量[J];上海保險(xiǎn);2012年02期

4 尹宏斌;;關(guān)于構(gòu)建壽險(xiǎn)公司一體化客戶(hù)經(jīng)營(yíng)機(jī)制的思考[J];上海保險(xiǎn);2012年02期

5 李長(zhǎng)云;劉克芳;;創(chuàng)業(yè)期間中小壽險(xiǎn)公司發(fā)展戰(zhàn)略研究[J];現(xiàn)代商貿(mào)工業(yè);2010年07期

6 王道南;;推動(dòng)IT服務(wù)轉(zhuǎn)型 持續(xù)引領(lǐng)業(yè)務(wù)創(chuàng)新[J];中國(guó)金融電腦;2010年11期

7 蘇瑞;;新形勢(shì)下我國(guó)壽險(xiǎn)業(yè)務(wù)發(fā)展探討[J];現(xiàn)代經(jīng)濟(jì)信息;2012年09期

本文編號(hào)：2333267