【摘要】：隨著時(shí)間邁入21世紀(jì)，中國(guó)經(jīng)濟(jì)發(fā)展速度日趨穩(wěn)健，居民在安居樂業(yè)的同時(shí)，，對(duì)物質(zhì)生活的要求也在不斷提升，突出表現(xiàn)為中國(guó)的居民汽車保有量的不斷增長(zhǎng)，隨之而來的是消費(fèi)者對(duì)汽車保險(xiǎn)需求的不斷提升。面對(duì)著巨大的市場(chǎng)前景，我國(guó)從事車險(xiǎn)經(jīng)營(yíng)的主體也從2001年的19家增加到2012年底的52家，眾多保險(xiǎn)經(jīng)營(yíng)主體參與到業(yè)務(wù)競(jìng)爭(zhēng)中來，促進(jìn)了車險(xiǎn)業(yè)務(wù)的市場(chǎng)化程度。2013年底，僅在天津地區(qū)內(nèi)，分公司級(jí)別的產(chǎn)險(xiǎn)經(jīng)營(yíng)主體就有19家，人保財(cái)險(xiǎn)天津分公司除了要面對(duì)平安、太保兩位老對(duì)手外，還要迎接來自新的中小市場(chǎng)主體的挑戰(zhàn)。天津市車險(xiǎn)業(yè)務(wù)市場(chǎng)的競(jìng)爭(zhēng)日趨激烈，特別是2013年底，天津市緊急實(shí)施機(jī)動(dòng)車限購(gòu)政策以后，新車業(yè)務(wù)增長(zhǎng)受到了嚴(yán)重沖擊。面對(duì)來自外部的各種困難與挑戰(zhàn)，天津公司將如何進(jìn)行戰(zhàn)略選擇轉(zhuǎn)型。 本文在進(jìn)行保險(xiǎn)理論概述以及分析國(guó)內(nèi)外車險(xiǎn)行業(yè)情況后，從人保財(cái)險(xiǎn)天津分公司自身出發(fā)，對(duì)企業(yè)車險(xiǎn)業(yè)務(wù)所處的宏觀和微觀環(huán)境進(jìn)行了深入和細(xì)致的外部條件分析，結(jié)合企業(yè)自身資源進(jìn)行優(yōu)劣勢(shì)分析，運(yùn)用PEST分析工具，認(rèn)為公司在車險(xiǎn)市場(chǎng)競(jìng)爭(zhēng)中仍然大有可為。在此前提下，運(yùn)用SWOT分析法和波特五力模型等分析工具，對(duì)人保財(cái)險(xiǎn)天津分公司車險(xiǎn)業(yè)務(wù)戰(zhàn)略選擇進(jìn)行分析，制定可行性戰(zhàn)略。通過分析看出，人保財(cái)險(xiǎn)天津分公司在品牌建設(shè)、人才隊(duì)伍建設(shè)、技術(shù)創(chuàng)新、網(wǎng)絡(luò)資源建設(shè)、銷售渠道鋪設(shè)等方面具有一定優(yōu)勢(shì)，但存在管理理念陳舊老化、企業(yè)組織結(jié)構(gòu)繁雜、渠道管理混亂、銷售人員水平參差不齊、員工發(fā)展空間受制約等問題、從而導(dǎo)致了公司發(fā)展不力，車險(xiǎn)優(yōu)質(zhì)業(yè)務(wù)流失嚴(yán)重，承保利潤(rùn)率有限等潛在問題，導(dǎo)致市場(chǎng)競(jìng)爭(zhēng)能力不能得到有效發(fā)揮。因此，人保財(cái)險(xiǎn)天津市分公司有必要進(jìn)行積極而有效的戰(zhàn)略調(diào)整及規(guī)劃，建立“大車險(xiǎn)”格局，公司上下各部門聯(lián)動(dòng)作業(yè)，各司其職，發(fā)揮專業(yè)優(yōu)勢(shì)，做好“個(gè)性化”、“差異化”客戶服務(wù)工作、控制賠付成本、發(fā)展個(gè)人代理人業(yè)務(wù)、開辟銀保合作、社區(qū)門店直銷等新興業(yè)務(wù)渠道。 本文最后為人保財(cái)險(xiǎn)天津分公司車險(xiǎn)業(yè)務(wù)發(fā)展提出了詳細(xì)而具體的解決辦法和思路，希望通過組織結(jié)構(gòu)優(yōu)化，內(nèi)部資源整合等途徑，實(shí)現(xiàn)人保財(cái)險(xiǎn)天津市分公司車險(xiǎn)業(yè)務(wù)發(fā)展的有效提升，增強(qiáng)市場(chǎng)競(jìng)爭(zhēng)能力，維護(hù)行業(yè)領(lǐng)軍者地位。
[Abstract]:As time goes into the 21st century, China's economic development is becoming more and more robust. While residents live and work in peace and contentment, the requirements for material life are also constantly rising, highlighting the continuous increase in the number of Chinese residents' car ownership. What comes with it is the ever-increasing demand for auto insurance on the part of consumers. Facing the huge market prospect, the main body engaged in automobile insurance management in our country also increased from 19 in 2001 to 52 at the end of 2012. Many insurance operators participated in the business competition and promoted the marketization degree of automobile insurance business at the end of 2013. In Tianjin area alone, there are 19 property insurance operators at branch level. Besides facing Ping an and Taibao's two old rivals, PICC Tianjin Branch has to meet the challenge from the new small and medium-sized market subjects. The competition of Tianjin automobile insurance business market is becoming more and more fierce, especially at the end of 2013, the growth of new car business has been seriously impacted after the urgent implementation of the policy of motor vehicle purchase restriction in Tianjin. Facing all kinds of difficulties and challenges from the outside, how will Tianjin Company carry on the strategic choice transformation. After summarizing the insurance theory and analyzing the situation of automobile insurance industry both at home and abroad, this paper analyzes the macro-and micro-environment of the automobile insurance business from the view of Tianjin Branch of PICC, and makes a thorough and detailed analysis of the external conditions. Combining the advantages and disadvantages of the enterprise's own resources and using the PEST analysis tool, the author thinks that the company still has great potential in the market competition of automobile insurance. On this premise, using SWOT analysis method and Porter five forces model and other analysis tools, this paper analyzes the choice of automobile insurance business strategy of PICC Tianjin Branch, and formulates the feasibility strategy. Through the analysis, we can see that PICC Tianjin Branch has some advantages in brand building, talent team construction, technical innovation, network resources construction, marketing channel laying and so on, but the management concept is old and old. The complex organizational structure of the enterprise, the confusion of the channel management, the uneven level of the sales staff, and the restriction of the development space of the employees have led to the potential problems such as the weak development of the company, the serious loss of the high-quality business of automobile insurance, the limited underwriting profit margin, and so on. Leading to the market competitiveness can not be effectively brought into play. Therefore, it is necessary for Tianjin Branch of PICC to carry out active and effective strategic adjustment and planning, to establish the pattern of "big car insurance", to link up and down departments of the company, to perform their respective duties, to give full play to their professional advantages, and to do a good job of "individuation." "differentiated" customer service work, control compensation costs, develop personal agent business, open up bank and insurance cooperation, direct sales of community stores and other emerging business channels. Finally, this paper puts forward detailed and concrete solutions and ideas for the development of the automobile insurance business of PICC Tianjin Branch, hoping to optimize the organizational structure and integrate the internal resources, etc. To improve the development of automobile insurance business of PICC Tianjin Branch, enhance the market competitiveness, and maintain the position of industry leader.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F842.3

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