新华保险厦门分公司寿险发展战略研究

发布时间：2018-12-20 22:19

【摘要】：步入21世纪以来，尤其是2008年国际金融危机之后，面对复杂的国内外经济形势，中国保险行业发展驱动因素的效应逐渐减弱，进入了周期性调整阶段，各项矛盾和问题逐渐显现，包括营销员增员困难、银保取消驻点销售、产品创新不足、客户服务体系亟待改善等问题日益凸显。可以说，中国寿险业已经到了不得不进行改革的阶段，一味追求保费规模的粗放式经营方式难以为继，必须立足于行业及公司的可持续发展，进行结构调整和发展模式改革。作为中国经济最发达、最活跃地区的东部沿海城市，在保险业改革创新方面一直走在行业发展的前列。厦门作为我国首批实行对外开放的五个经济特区之一，地处改革开放的最前沿，是我国东南沿海和海峡西岸重要的中心城市，是现代化国际港口风景旅游城市，也是现代服务业、科技创新中心和国际航运中心，同时还是全国保险改革发展实验区和两岸区域性金融服务中心。可以说，厦门的寿险行业发展具有较强的典型性。本文以国内第三大寿险企业——新华人寿保险股份有限公司（以下简称“新华保险”）2002年在厦门设立的二级直管分公司为例进行分析和阐述。本文首先分析厦门新华发展现状以及面临的机遇、挑战、优势和劣势，，其次立足厦门当地市场，结合总公司的经营战略，提出厦门新华的战略目标和定位，即以客户为中心和实现公司的价值成长，其中以客户为中心包括“两增一优”策略，即客户总量增长、客户价值增长和客户结构优化，公司价值成长指的是保费规模成长、业务结构优化、业务品质优化和资源配置优化四个重要方面。接着提出落实战略目标的八项重要举措，最后阐述实现战略目标的五大保障，即制度保障、人才保障、资源保障、品牌保障和文化保障。本文多维度地对各类数据进行了分析，包括区域经济发展情况、寿险市场情况、公司整体经营情况、业务渠道经营情况、客户结构、销售队伍结构、管理梯队情况、机构发展情况、产品结构等方面，力图通过对各类数据的整理和分析，诊断和理清厦门新华的经营现状和发展方向，有针对性地提出发展举措，从而寻找能够实现公司健康可持续发展的道路。
[Abstract]:Since the beginning of the 21st century, especially after the 2008 international financial crisis, in the face of the complex domestic and foreign economic situation, the effect of the driving factors of the development of China's insurance industry has gradually weakened and entered the stage of cyclical adjustment. The contradictions and problems appear gradually, including the difficulty of increasing sales staff, the cancellation of bancassurance sales, the shortage of product innovation, the urgent improvement of customer service system, and so on. It can be said that the life insurance industry in China has reached the stage of having to be reformed, and the extensive mode of operation which blindly pursues the scale of premium is difficult to continue, and must be based on the sustainable development of the industry and the company, and carry out structural adjustment and reform of the development model. As the most developed and active eastern coastal city in China, the reform and innovation of insurance industry has always been in the forefront of industry development. As one of the first five special economic zones to open to the outside world in China, Xiamen is located at the forefront of reform and opening up. Xiamen is an important central city along the southeast coast of China and the west bank of the Straits, and is a modern international port scenic tourist city. It is also a modern service industry, a scientific and technological innovation center and an international shipping center, as well as a national insurance reform and development experimental area and a cross-Strait regional financial service center. It can be said that Xiamen's life insurance industry development has a strong typicality. This paper analyzes and expounds the second-level direct-managed branch set up in Xiamen in 2002 by Xinhua Life Insurance Co., Ltd, the third largest life insurance enterprise in China (hereinafter referred to as "Xinhua Insurance"). This paper first analyzes the current situation of Xiamen Xinhua's development and the opportunities, challenges, advantages and disadvantages faced by Xiamen, then based on the local market of Xiamen, combined with the management strategy of the head office, puts forward the strategic objectives and positioning of Xiamen Xinhua. That is to say, taking customer as the center and realizing the growth of company's value, among which, taking customer as the center includes the strategy of "two increasing and one excellent", that is, the growth of total amount of customers, the growth of customer value and the optimization of customer structure. The growth of company value refers to the growth of premium scale. Business structure optimization, business quality optimization and resource allocation optimization are four important aspects. Then it puts forward eight important measures to implement the strategic goal, and finally expounds the five guarantees to realize the strategic goal, that is, system guarantee, talent guarantee, resource guarantee, brand guarantee and cultural guarantee. This paper analyzes various kinds of data, including the development of regional economy, life insurance market, company's overall management, business channel management, customer structure, sales team structure, management echelon, etc. In the areas of institutional development, product structure, and so on, through the collation and analysis of various kinds of data, the paper tries to diagnose and clarify the current business situation and development direction of Xiamen Xinhua, and puts forward development measures in a targeted manner. In order to find a way to achieve a healthy and sustainable development of the company.
【学位授予单位】：西安科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F842.3

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