本文選題：保險公司 + SWOT��； 參考：《吉林大學》2013年碩士論文

【摘要】：中國的保險市場經過十年的高速發(fā)展之后，場體系逐步完善，保險公司激烈競爭的格局基本展開。市場階段也由初級階段向成熟階段開始跨進，過去的粗放式經營管理模式逐漸不能適應現(xiàn)今保險市場。在剛剛過去的2012年，保險市場遭遇了近年來最為嚴峻的挑戰(zhàn)。受到宏觀經濟形勢下滑、市場轉型、消費者信賴度下降、行業(yè)問題集中凸顯等多種因素疊加影響，保險業(yè)一度面臨了寒冬期，各家保險公司都面臨了不同的市場問題。在過去的幾年，國家也加大了對于保險行業(yè)的調控力度，保監(jiān)會和銀監(jiān)會一系列宏觀政策的出臺，都對保險市場產生了巨大影響。激烈的市場競爭讓眾多的保險公司面臨新的洗牌。 本篇論文致力于幸福人壽青島分公司在這一特殊歷史時期下的發(fā)展戰(zhàn)略研究。通過大量實際數據取證，公司所在市場環(huán)境的分析，競爭對手的數據分析，公司內部發(fā)展分析，結合戰(zhàn)略管理相關理論，務求理論與實踐相結合，尋求公司的發(fā)展戰(zhàn)略。 首先通過公司所在外部市場環(huán)境分析，看到政策、經濟、技術等對于企業(yè)的影響，結合當地的市場份額和競爭結構分析從中尋找發(fā)展機遇：一是目前公司所在市場的電話營銷競爭相對緩和；二是在營銷員體制改革方面的市場機遇。 然后在公司內部環(huán)境的分析中重點對于業(yè)務渠道、人力資源狀況和財務狀況著手進行分析，找到阻礙企業(yè)發(fā)展的所在，并對影響公司發(fā)展的優(yōu)勢和劣勢進行了歸納。公司優(yōu)勢：公司在當地市場的發(fā)展已經初具規(guī)模；公司的品牌優(yōu)勢；借助集團未來實現(xiàn)綜合理財服務。影響公司發(fā)展的障礙：人力資源制度不完善；監(jiān)管政策對公司的影響；現(xiàn)有銷售渠道的薄弱。 接下來依據內外部環(huán)境的分析，確定了公司的發(fā)展思路：學習模仿和改革創(chuàng)新。制定公司發(fā)展的三年具體戰(zhàn)略目標和戰(zhàn)略定位：并從銷售渠道、人力資源、品牌建設三方面來確定發(fā)展路徑。 最后提出公司發(fā)展的戰(zhàn)略舉措，一、優(yōu)化渠道布局：原有渠道借鑒同業(yè)經驗快速發(fā)展，公司增設電話營銷渠道，公司推出員工制組建績優(yōu)銷售團隊； 二、強化人力資源管理：對現(xiàn)有人力的合理配置，完善公司用人機制，設立晉升淘汰機制，建立適應公司發(fā)展要求和具有市場競爭力的薪酬體系，加強公司內部的基礎管理；三、公司在當地市場的品牌建設：設立品牌宣傳崗，設立品牌推動專項資金，加強品牌建設與文化建設的結合，加強與集團內其他公司的合作 企業(yè)戰(zhàn)略在執(zhí)行的過程中應當根據市場情況進行不斷的調整和改進，務求貼近市場。一個企業(yè)要獲得成功，50%來源于戰(zhàn)略，50%來自于組織的發(fā)展和執(zhí)行，，一家優(yōu)秀的企業(yè)是由公司每一位員工來共同締造的。
[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.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272;F842.3

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