【摘要】：2004至2013年我國(guó)非壽險(xiǎn)業(yè)蓬勃發(fā)展，業(yè)務(wù)增速大體保持在13%—15%之間，2013年高達(dá)26%。雖然市場(chǎng)費(fèi)率每年都在下滑，但保險(xiǎn)業(yè)務(wù)卻逐年上升，充分說明了市場(chǎng)發(fā)展空間潛力巨大。在改革開放的偉大政策下，我國(guó)的經(jīng)濟(jì)得以迅速發(fā)展，伴著如今的網(wǎng)絡(luò)時(shí)代，全球經(jīng)濟(jì)逐漸融為一體，滲透于各個(gè)方面，不確定因素逐年增加。在人們物質(zhì)文化生活提高的同時(shí)，保險(xiǎn)業(yè)越來(lái)越受到人們的重視，保險(xiǎn)業(yè)在全球一體化的市場(chǎng)上進(jìn)入騰飛階段的同時(shí)也進(jìn)入了激烈的競(jìng)爭(zhēng)狀態(tài)，行業(yè)激烈競(jìng)爭(zhēng)的特征十分明顯。隨著山東金融改革22條的出臺(tái)，未來(lái)的5-10年會(huì)為成為金融業(yè)的黃金時(shí)期，也是保險(xiǎn)行業(yè)的轉(zhuǎn)軌期。如何改善了公司經(jīng)營(yíng)管理基礎(chǔ)，，促進(jìn)了業(yè)務(wù)發(fā)展，提高了盈利能力，逐步進(jìn)入良性發(fā)展的軌道成為公司的當(dāng)務(wù)之急，也是我研究此論題的主要目的。 本文的總體思路是:以戰(zhàn)略管理理論、市場(chǎng)營(yíng)銷理論和創(chuàng)新理論為基礎(chǔ)，結(jié)合企業(yè)具體的經(jīng)營(yíng)狀況，主要分四步闡明： (1)通過對(duì)公司所處的外部總體環(huán)境和行業(yè)發(fā)展趨勢(shì)進(jìn)行深入的分析，辯證地、系統(tǒng)地、動(dòng)態(tài)地分析青島人保公司的優(yōu)勢(shì)和劣勢(shì)，識(shí)別所面臨的機(jī)會(huì)與威脅，從總體上把握青島地區(qū)保險(xiǎn)行業(yè)主要競(jìng)爭(zhēng)對(duì)手的基本情況，預(yù)測(cè)未來(lái)競(jìng)爭(zhēng)發(fā)展的態(tài)勢(shì)；提出了公司面臨宏觀經(jīng)濟(jì)的高速增長(zhǎng)帶來(lái)的市場(chǎng)需求以及市場(chǎng)環(huán)境逐步規(guī)范的機(jī)會(huì)的同時(shí)，也面臨金融危機(jī)的不良影響，雖然市場(chǎng)主體不斷增加但行業(yè)寡頭壟斷的趨勢(shì)也在增強(qiáng)，造成諸多負(fù)面影響。從行業(yè)發(fā)展趨勢(shì)來(lái)說，效益競(jìng)爭(zhēng)、技術(shù)競(jìng)爭(zhēng)、管理競(jìng)爭(zhēng)和服務(wù)競(jìng)爭(zhēng)將成為未來(lái)最重要的競(jìng)爭(zhēng)手段。 (2)分析該公司的自身的資源和能力等內(nèi)部環(huán)境，指出該公司的優(yōu)勢(shì)和劣勢(shì)，為公司規(guī)避劣勢(shì)，抓住機(jī)會(huì)，抵御威脅，發(fā)揮優(yōu)勢(shì)，制定總的有效競(jìng)爭(zhēng)戰(zhàn)略提供理論依據(jù)； (3)運(yùn)用SWOT分析和一般競(jìng)爭(zhēng)戰(zhàn)略模型，結(jié)合青島人保公司的機(jī)會(huì)和優(yōu)勢(shì)，有針對(duì)性地提出差異化戰(zhàn)略是公司競(jìng)爭(zhēng)戰(zhàn)略目標(biāo)的必然選擇，并圍繞目標(biāo)提出所要采取的競(jìng)爭(zhēng)戰(zhàn)略措施； (4)識(shí)別阻礙戰(zhàn)略實(shí)現(xiàn)過程中的重要問題，選擇實(shí)施擬定戰(zhàn)略的戰(zhàn)術(shù)方法，提出產(chǎn)品創(chuàng)新、營(yíng)銷渠道創(chuàng)新和服務(wù)創(chuàng)新是實(shí)施差異化的關(guān)鍵環(huán)節(jié)，此外，論述實(shí)施競(jìng)爭(zhēng)戰(zhàn)略的保障措施，包括調(diào)整組織結(jié)構(gòu)、改革人力資源管理、加強(qiáng)基礎(chǔ)管理等，確保戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。
[Abstract]:China's non-life insurance industry flourished from 2004 to 2013, with business growth roughly between 13% and 15%, up to 26% in 2013. Although the market rate is declining every year, but the insurance business is rising year by year, which fully shows the great potential of the market development space. Under the great policy of reform and opening up, the economy of our country has been developed rapidly. With the network age, the global economy gradually melts into one, permeates all aspects, and the uncertain factors increase year by year. With the improvement of people's material and cultural life, more and more attention has been paid to the insurance industry. At the same time, the insurance industry has entered the stage of takeoff in the global integration market, and has also entered into the fierce competition state. The characteristics of the fierce competition in the industry are very obvious. With the introduction of 22 items of financial reform in Shandong Province, the next 5-10 years will be a golden period for the financial industry and a transitional period for the insurance industry. How to improve the foundation of company management, promote the business development, improve the profitability, step by step into the track of healthy development has become the top priority of the company, but also the main purpose of my research on this topic. The overall idea of this paper is: based on the strategic management theory, marketing theory and innovation theory, combined with the specific business situation of the enterprise, It is mainly divided into four steps: (1) through the in-depth analysis of the overall external environment and the industry development trend of the company, the strengths and weaknesses of Qingdao PICC are analyzed dialectically, systematically and dynamically. To identify the opportunities and threats, to grasp the basic situation of the main competitors in Qingdao insurance industry, and to predict the development of the future competition; It is pointed out that while the company is faced with the market demand brought by the rapid growth of the macro economy and the opportunity of gradually standardizing the market environment, it also faces the adverse effects of the financial crisis. Although the main body of the market is increasing, the trend of oligopoly is also increasing, resulting in many negative effects. In terms of industry development trend, benefit competition, technology competition, management competition and service competition will become the most important means of competition in the future. (2) analyze the internal environment of the company's own resources and capabilities. The advantages and disadvantages of the company are pointed out to provide theoretical basis for the company to avoid disadvantages, seize opportunities, resist threats, give full play to its advantages, and formulate its overall effective competitive strategy. (3) using SWOT analysis and general competitive strategy model, Combining the opportunities and advantages of Qingdao PICC, the paper puts forward the differentiation strategy is the inevitable choice of the competitive strategic goal of the company, and puts forward the competitive strategic measures to be taken around the target. (4) identify the important problems that hinder the realization of the strategy, choose the tactical method to implement the strategy, propose that product innovation, marketing channel innovation and service innovation are the key links of the implementation of differentiation. This paper discusses the guarantee measures of implementing the competition strategy, including adjusting the organizational structure, reforming the human resource management, strengthening the basic management, etc, to ensure the realization of the strategic goal.
【學(xué)位授予單位】：中國(guó)海洋大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F842.3;F271

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