本文選題：太平人壽湖南分公司 + 銀保業(yè)務(wù)��； 參考：《湖南大學》2014年碩士論文

【摘要】：自從1995年泰康、新華等公司借拓展業(yè)務(wù)市場將銀行保險逐步引入國內(nèi)后,銀行保險作為金融服務(wù)一體化的雛形,發(fā)展十分迅速。與此同時,快速的發(fā)展也帶來一系列問題,一方面是日益增多的銀保銷售投訴,引發(fā)相關(guān)職能部門出臺了新的政策加強商業(yè)銀行代理保險業(yè)務(wù)合規(guī)銷售與風險管理,增大了銷售環(huán)節(jié)人員的不可控性。一方面是由于中國保險行業(yè)的發(fā)展起步較晚,經(jīng)營者對企業(yè)營銷人員培訓體系的重要性意識不夠,培訓管理和開發(fā)缺乏科學、戰(zhàn)略性規(guī)劃,沒有建立起一套管理高效、運轉(zhuǎn)順暢、層次分明的企業(yè)營銷人員培訓體系,導致人才培養(yǎng)工作收效甚微。在當今銀保發(fā)展形勢下,如何通過有效的培訓體系保證業(yè)務(wù)不受諸多因素影響而平穩(wěn)發(fā)展,成為各公司的重點關(guān)注問題。 本文以太平人壽保險湖南分公司銀保業(yè)務(wù)營銷人員培訓體系為研究對象,針對銀保培訓發(fā)展面臨的一系列問題,從公司培訓管理者的角度出發(fā),采用步步推進的方法,從介紹培訓的概念及理論基礎(chǔ)入手,首先闡述了太平人壽銀保業(yè)務(wù)培訓體系的現(xiàn)狀和存在的問題,分析問題存在的原因。接著,針對培訓體系存在的問題提出相應(yīng)的解決對策。最后說明各項改進對策的實施保障措施和預期效果。理論與操作性兼顧,研究和探討如何制定出一套更有效的培訓體系,從而加快保險企業(yè)營銷員人才培養(yǎng)的進程。 本文從五個方面對太平人壽湖南分公司銀保業(yè)務(wù)營銷人員培訓體系進行研究：培訓組織架構(gòu)體系、培訓課程體系、講師管理體系、培訓支持體系、培訓運作體系。分析得出,公司培訓體系無法滿足銀保業(yè)務(wù)發(fā)展現(xiàn)狀的原因,主要分體系內(nèi)外兩個方面：一方面是公司管理層對培訓重視不夠,沒有把營銷人員的培訓工作與公司的長期目標相聯(lián)系。一方面是培訓體系流程的不完善和執(zhí)行不到位。針對這些問題,作者提出了明確培訓專干職責、完善培訓課程內(nèi)容、加強講師學習交流、建立完整培訓評估體系等對策。最后用提升培訓戰(zhàn)略地位、完善制度和加大科研信息化投入等保證培訓體系的良好運行。
[Abstract]:Since 1995, when Taikang, Xinhua and other companies gradually introduced bancassurance into China by expanding their business markets, bancassurance, as the embryonic form of integration of financial services, has developed very rapidly. At the same time, the rapid development has also brought a series of problems. On the one hand, the increasing number of bank insurance sales complaints has led to the introduction of new policies by relevant functional departments to strengthen commercial banks' agency insurance business compliance, sales and risk management. Increases the sales link personnel's uncontrollability. On the one hand, due to the late start of the development of the insurance industry in China, the operators' insufficient awareness of the importance of the training system for enterprise marketing personnel, the lack of scientific training management and development, the lack of strategic planning, and the failure to establish a set of management efficiency. Smooth operation, distinct levels of enterprise marketing personnel training system, resulting in little success in personnel training work. Under the development situation of Bancassurance, how to ensure the smooth development of business through an effective training system without the influence of many factors has become a key concern of companies. This paper takes the training system of Bancassurance marketing personnel of Taiping Life Insurance Hunan Branch as the research object, aiming at a series of problems faced by the development of Bancassurance training, starting from the angle of training managers of the company, adopting the method of advancing step by step. Starting with the introduction of the concept and theoretical basis of training, this paper first expounds the present situation and existing problems of Taiping Life Bank Insurance Business training system, and analyzes the reasons for the problems. Then, according to the problems existing in the training system, the corresponding countermeasures are put forward. Finally, the implementation of the measures to improve the security measures and expected results. This paper studies and discusses how to establish a more effective training system in order to speed up the training process of marketers in insurance enterprises. This paper studies the training system of marketing staff of Taiping Life Insurance Hunan Branch from five aspects: training organization structure system, training course system, lecturer management system, training support system, training operation system. The analysis shows that the training system of the company can not meet the current situation of the development of banking and insurance business. It is mainly divided into two aspects: on the one hand, the management of the company does not pay enough attention to the training. The training of marketing personnel is not linked to the company's long-term goals. On the one hand, the training system process is not perfect and implementation is not in place. Aiming at these problems, the author puts forward some countermeasures, such as clarifying the responsibility of training, perfecting the contents of training courses, strengthening the exchange of lecturers' study and establishing a complete training evaluation system. Finally, the good operation of the training system is ensured by enhancing the strategic position of training, perfecting the system and increasing the input of scientific research information.
【學位授予單位】：湖南大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F842.3;F272.92

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