自1978年起,中國(guó)金融體系建設(shè)正式拉開(kāi)序幕。中國(guó)保險(xiǎn)行業(yè)自1979年起緊跟著恢復(fù)經(jīng)營(yíng)。經(jīng)過(guò)了40多年的發(fā)展,我國(guó)經(jīng)濟(jì)持續(xù)穩(wěn)定增長(zhǎng),人民的消費(fèi)能力和消費(fèi)需求都在不斷提高,保險(xiǎn)行業(yè)的發(fā)展也不斷提升。以保持經(jīng)濟(jì)發(fā)展前沿的廣東省為例,2013至2017年5年間,全部保險(xiǎn)機(jī)構(gòu)保費(fèi)收入從1903億元發(fā)展為4305億元,人均保險(xiǎn)密度從1824元/人發(fā)展至3854元/人,保險(xiǎn)深度從3.1%發(fā)展至4.8%,各項(xiàng)指標(biāo)至少翻一番,并且保持持續(xù)高速發(fā)展的勢(shì)頭。這表明我國(guó)保險(xiǎn)業(yè)的主要競(jìng)爭(zhēng)方面已不再是先前的保險(xiǎn)類型、產(chǎn)品售價(jià)等,而是變化為在服務(wù)方面的互相競(jìng)爭(zhēng)。服務(wù)的好與壞、服務(wù)創(chuàng)新與否等等一系列問(wèn)題也變成了決定保險(xiǎn)業(yè)能否整體合理進(jìn)步的關(guān)鍵,只有擁有較高的服務(wù)質(zhì)量,我國(guó)的保險(xiǎn)業(yè)才可以保持穩(wěn)定、持續(xù)的高速發(fā)展。如果想實(shí)現(xiàn)在對(duì)手眾多競(jìng)爭(zhēng)中拔得頭籌,擁有優(yōu)質(zhì)的服務(wù)水平是不可或缺的。保險(xiǎn)行業(yè)的發(fā)展不再是保險(xiǎn)公司在行業(yè)初期階段以產(chǎn)品競(jìng)爭(zhēng)、低價(jià)競(jìng)爭(zhēng)、業(yè)績(jī)?yōu)橥鯙槭侄蔚母?jìng)爭(zhēng)方式,而是逐步轉(zhuǎn)化為以效益經(jīng)濟(jì)和服務(wù)水平的導(dǎo)向的良性競(jìng)爭(zhēng)局面。中國(guó)郵政集團(tuán)公司（以下簡(jiǎn)稱“中國(guó)郵政”）是一家綜合性的國(guó)企,其經(jīng)營(yíng)業(yè)務(wù)包括金融、寄遞及媒體等領(lǐng)域... 

【文章來(lái)源】：廣東外語(yǔ)外貿(mào)大學(xué)廣東省

【文章頁(yè)數(shù)】：77 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter one:Introduction
    1.1 Backgraound
    1.2 Research objective
    1.3 Research significance
    1.4 Research framework
    1.5 Research methods
Chapter two:Literature review
    2.1 Introduction to agency simple insurance
    2.2 Service quality theory
        2.2.1 Research on service quality
        2.2.2 Customer satisfaction
        2.2.3 5gap model
    2.3 Literature evaluation
Chapter Three:Customer service status of agency simple insurance business of DGpost agency
    3.1 Introduction to DG post
        3.1.1 Organizational structure of DG post
        3.1.2 Operation
    3.2 Development status of agency simple insurance business of DG post agency
        3.2.1 Business development effect
        3.2.2 Business development measures
        3.2.3 Bottlenecks in business development
    3.3 problems revealed based on customer service status survey
        3.3.1 Insurance products are not suitable for customers'needs
        3.3.2 Lack of customer relationship management awareness
        3.3.3 Unclear positioning of target customers and customer segmentation
        3.3.4 Single new customer development mode
        3.3.5 Low recommendation of regular customers
Chapter four:Analysis of problems based on5gap model
    4.1 5gap model construction of DG post agency simple insurance businessservice marketing
    4.2 Analysis of5gap model of DG post agency simple insurance business servicemarketing
    4.3 Causes of problems
        4.3.1 The operation and management concept does not meet the developmentrequirements of the industry
        4.3.2 Lack of technological process standards
        4.3.3 Staff quality to be improved
        4.3.4 Insufficient use of data marketing
Chapter five:Take closing the service quality gap as the strategy to improve thecustomer service level of specific business
    5.1 Establish a customer management culture
        5.1.1 Establish service marketing concept
        5.1.2 Establish customer service marketing management system
    5.2 Establishment and improvement of specific business CRM system
        5.2.1 Add agency simple insurance business label to existing customermanagement system
        5.2.2 Build customer integration and business configuration functions
        5.2.3 Strengthen the application of after-sales service data
        5.2.4 Use data analysis to segment customer groups scientifically
    5.3 Strengthen team building
        5.3.1 Introduction of professional management talents
        5.3.2 Strengthen the construction of marketing team
Chapter six:Conclusion and Prospect
    6.1 Main conclusions
    6.2 Research significance
    6.3 Deficiencies of this study
REFERENCE
APPENDIX



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