幸福人寿青岛分公司发展战略研究

发布时间：2018-06-29 07:41

本文选题：保险公司 + SWOT　；参考：《吉林大学》2013年硕士论文

【摘要】：中国的保险市场经过十年的高速发展之后，场体系逐步完善，保险公司激烈竞争的格局基本展开。市场阶段也由初级阶段向成熟阶段开始跨进，过去的粗放式经营管理模式逐渐不能适应现今保险市场。在刚刚过去的2012年，保险市场遭遇了近年来最为严峻的挑战。受到宏观经济形势下滑、市场转型、消费者信赖度下降、行业问题集中凸显等多种因素叠加影响，保险业一度面临了寒冬期，各家保险公司都面临了不同的市场问题。在过去的几年，国家也加大了对于保险行业的调控力度，保监会和银监会一系列宏观政策的出台，都对保险市场产生了巨大影响。激烈的市场竞争让众多的保险公司面临新的洗牌。本篇论文致力于幸福人寿青岛分公司在这一特殊历史时期下的发展战略研究。通过大量实际数据取证，公司所在市场环境的分析，竞争对手的数据分析，公司内部发展分析，结合战略管理相关理论，务求理论与实践相结合，寻求公司的发展战略。首先通过公司所在外部市场环境分析，看到政策、经济、技术等对于企业的影响，结合当地的市场份额和竞争结构分析从中寻找发展机遇：一是目前公司所在市场的电话营销竞争相对缓和；二是在营销员体制改革方面的市场机遇。然后在公司内部环境的分析中重点对于业务渠道、人力资源状况和财务状况着手进行分析，找到阻碍企业发展的所在，并对影响公司发展的优势和劣势进行了归纳。公司优势：公司在当地市场的发展已经初具规模；公司的品牌优势；借助集团未来实现综合理财服务。影响公司发展的障碍：人力资源制度不完善；监管政策对公司的影响；现有销售渠道的薄弱。接下来依据内外部环境的分析，确定了公司的发展思路：学习模仿和改革创新。制定公司发展的三年具体战略目标和战略定位：并从销售渠道、人力资源、品牌建设三方面来确定发展路径。最后提出公司发展的战略举措，一、优化渠道布局：原有渠道借鉴同业经验快速发展，公司增设电话营销渠道，公司推出员工制组建绩优销售团队；二、强化人力资源管理：对现有人力的合理配置，完善公司用人机制，设立晋升淘汰机制，建立适应公司发展要求和具有市场竞争力的薪酬体系，加强公司内部的基础管理；三、公司在当地市场的品牌建设：设立品牌宣传岗，设立品牌推动专项资金，加强品牌建设与文化建设的结合，加强与集团内其他公司的合作企业战略在执行的过程中应当根据市场情况进行不断的调整和改进，务求贴近市场。一个企业要获得成功，50%来源于战略，50%来自于组织的发展和执行，，一家优秀的企业是由公司每一位员工来共同缔造的。
[Abstract]:After ten years of rapid development of China's insurance market, the field system is gradually improved, and the pattern of fierce competition of insurance companies is basically launched. The market stage also starts to stride from the primary stage to the mature stage, the old extensive management mode can not adapt to the present insurance market gradually. In 2012, the insurance market faced its toughest challenge in recent years. Affected by various factors, such as sliding macroeconomic situation, market transformation, declining consumer trust, and the concentration of industry problems, the insurance industry once faced a cold winter period, and all insurance companies were faced with different market problems. In the past few years, the state has also stepped up the regulation and control of the insurance industry. The introduction of a series of macro policies by the Insurance Regulatory Commission and the Banking Regulatory Commission has had a great impact on the insurance market. Fierce market competition makes many insurance companies face a new shuffle. This thesis is devoted to the development strategy of Qingdao Branch of Happiness Life in this special historical period. Through a large number of actual data evidence, the analysis of the company's market environment, competitors' data analysis, the company's internal development analysis, combined with the relevant theory of strategic management, to seek the combination of theory and practice, to seek the company's development strategy. First of all, through the analysis of the company's external market environment, we can see the impact of policies, economy, technology and so on enterprises. According to the analysis of local market share and competition structure, we can find the development opportunity: first, the telephone marketing competition in the company's market is relatively mild; second, the market opportunity in the marketer system reform. Then, in the analysis of the internal environment of the company, we focus on the business channel, human resources and financial situation, find out where to hinder the development of the enterprise, and summarize the advantages and disadvantages that affect the development of the company. Company advantages: the development of the company in the local market has begun to take shape; the company's brand advantages; with the help of the Group to achieve comprehensive financial services in the future. Obstacles affecting the development of the company: imperfect human resources system; the impact of regulatory policies on the company; the weakness of existing sales channels. Then according to the analysis of internal and external environment, the development of the company is determined: learning imitation and innovation. To formulate the specific strategic objectives and strategic positioning of the company's development: and from sales channels, human resources, brand building to determine the development path. Finally put forward the strategic measures of the company's development, first, optimize the distribution of channels: the original channels to learn from the rapid development of the same industry experience, the company added telephone marketing channels, the company introduced the staff system to set up excellent sales team; second, Strengthen the human resources management: to the existing human resources reasonable disposition, consummates the company employment mechanism, establishes the promotion elimination mechanism, establishes the salary system which adapts to the company development request and has the market competition ability, strengthens the company internal basic management; third, Brand construction in local market: establish brand propaganda post, set up brand promotion fund, strengthen the combination of brand construction and cultural construction, In the process of strengthening the cooperative enterprise strategy with other companies in the group, we should constantly adjust and improve according to the market situation, and make sure to be close to the market. 50% of the success of an enterprise comes from the development and execution of the organization, and an excellent enterprise is created by every employee of the company.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F842.3

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