【摘要】：中國(guó)保險(xiǎn)業(yè)自1979年恢復(fù)經(jīng)營(yíng)以來(lái)，可謂機(jī)遇與挑戰(zhàn)并存。30年間，隨著我國(guó)經(jīng)濟(jì)持續(xù)穩(wěn)定增長(zhǎng)，人民群眾消費(fèi)能力增強(qiáng)、消費(fèi)需求升級(jí)，我國(guó)保險(xiǎn)業(yè)也取得了迅猛發(fā)展。截止2013年，全國(guó)保費(fèi)收入1.7萬(wàn)億，年平均增長(zhǎng)速度高達(dá)32.8%，遠(yuǎn)遠(yuǎn)高于同期國(guó)內(nèi)生產(chǎn)總值的平均增長(zhǎng)速度.保險(xiǎn)市場(chǎng)主體已達(dá)168家,我國(guó)已成為世界發(fā)展最快、規(guī)模最大的保險(xiǎn)市場(chǎng)。 伴隨著經(jīng)濟(jì)的發(fā)展，我國(guó)的保險(xiǎn)產(chǎn)品和服務(wù)也在不斷完善延伸，比如商業(yè)醫(yī)療、養(yǎng)老、涉農(nóng)、食品安全、社會(huì)管理等，國(guó)家也出臺(tái)多項(xiàng)政策扶持保險(xiǎn)行業(yè)，，我國(guó)保險(xiǎn)業(yè)將獲得難得的歷史發(fā)展機(jī)遇，同時(shí)，保險(xiǎn)行業(yè)也面臨著競(jìng)爭(zhēng)加劇，保險(xiǎn)服務(wù)要求提高，企業(yè)生產(chǎn)經(jīng)營(yíng)成本上升等巨大挑戰(zhàn)[1]。168家保險(xiǎn)公司如何在激烈的市場(chǎng)競(jìng)爭(zhēng)中抓住發(fā)展機(jī)遇，贏得市場(chǎng)？這是各級(jí)管理者必須考慮和面對(duì)的問題。 現(xiàn)如今，金融行業(yè)的競(jìng)爭(zhēng)不僅僅是企業(yè)與企業(yè)的競(jìng)爭(zhēng)，它還是服務(wù)水平多元化、系統(tǒng)化的市場(chǎng)競(jìng)爭(zhēng)。對(duì)于保險(xiǎn)公司而言，在市場(chǎng)競(jìng)爭(zhēng)日益激烈、產(chǎn)品同質(zhì)化的今天，保險(xiǎn)公司再依靠原有的跑馬圈地、以人力數(shù)量、以保費(fèi)的規(guī)模、以費(fèi)用的投入力度等粗放式的管理來(lái)爭(zhēng)奪市場(chǎng)份額已顯得不合時(shí)宜。在這個(gè)以客戶需求、客戶體驗(yàn)、信息大爆炸的時(shí)代，只有對(duì)消費(fèi)者的需求進(jìn)行準(zhǔn)確的把握和分析,才可以為消費(fèi)者提供個(gè)性化的營(yíng)銷服務(wù)。只有對(duì)現(xiàn)有市場(chǎng)進(jìn)行有效的定位和市場(chǎng)細(xì)分,對(duì)潛在的客戶進(jìn)行不斷的挖掘和培養(yǎng),才能提供滿足消費(fèi)者需求的產(chǎn)品和服務(wù),才能制定適宜的服務(wù)營(yíng)銷策略,贏得客戶，占有市場(chǎng)。所以，保險(xiǎn)公司要想彰顯自身的實(shí)力，在競(jìng)爭(zhēng)中取得優(yōu)勢(shì)，就需要運(yùn)用服務(wù)手段打造核心競(jìng)爭(zhēng)力，打造服務(wù)品牌，體現(xiàn)出區(qū)別于其他保險(xiǎn)公司的特色。 因此，本文研究的是中國(guó)太平洋保險(xiǎn)的服務(wù)營(yíng)銷管理策略。保險(xiǎn)服務(wù)水平的高低是保險(xiǎn)品牌形象的重要體現(xiàn)，如果重視不夠?qū)?huì)影響保險(xiǎn)的經(jīng)濟(jì)效益。在這樣的前提下，如何體現(xiàn)特色，獲得認(rèn)可？本文認(rèn)為，搞好服務(wù)是重中之重。尤其是像太平洋保險(xiǎn)這樣起步較早，機(jī)構(gòu)龐大、制約因素較多，客戶數(shù)量巨大、農(nóng)村客戶數(shù)量多的全國(guó)性保險(xiǎn)公司，更應(yīng)該把服務(wù)做實(shí)、做細(xì)、做出特色、做出風(fēng)格，這樣才能贏得客戶、贏得市場(chǎng)、才能在激烈的市場(chǎng)競(jìng)爭(zhēng)中打造特色的服務(wù)品牌，實(shí)現(xiàn)公司的可持續(xù)價(jià)值增長(zhǎng)。
[Abstract]:Since China's insurance industry resumed operation in 1979, there have been both opportunities and challenges. In the past 30 years, along with the sustained and stable growth of our economy, the enhancement of the people's consumption capacity and the upgrading of consumption demand, China's insurance industry has also made rapid development. As of 2013, the country's premium income was one trillion six hundred and ninety nine billion nine hundred and ninety nine million nine hundred and ninety nine thousand nine hundred and ninety nine, growing at an average annual rate of 32.8 percent, much higher than the average growth rate of GDP in the same period. The main body of insurance market has reached 168, and China has become the fastest-growing and largest-scale insurance market in the world. With the economic development, China's insurance products and services are also constantly improving and extending, such as commercial medical care, old-age care, agriculture-related, food safety, social management, and so on. The state has also issued a number of policies to support the insurance industry. China's insurance industry will have a rare opportunity for historical development. At the same time, the insurance industry is also faced with increased competition and increased requirements for insurance services. How do 168 insurance companies seize the development opportunities and win the market in the fierce market competition? This is a problem that managers at all levels must consider and face. Nowadays, the competition of financial industry is not only the competition between enterprises, but also the diversified and systematic market competition of service level. For insurance companies, in the increasingly fierce competition in the market, product homogenization today, insurance companies rely on the original racetrack, with the number of manpower, to the scale of the premium. It is anachronistic to compete for market share with extensive management such as input of expense. In this era of customer demand, customer experience and information explosion, only by accurately grasping and analyzing the needs of consumers can we provide personalized marketing services to consumers. Only by effectively positioning and segmenting the existing market and continuously excavating and cultivating potential customers can we provide products and services to meet the needs of consumers, formulate appropriate service marketing strategies and win customers. Take possession of the market. Therefore, if insurance companies want to show their own strength and gain advantage in competition, they need to use service means to create core competitiveness and service brand, which is different from other insurance companies. Therefore, this paper studies the service marketing management strategy of China Pacific Insurance. The level of insurance service is an important embodiment of insurance brand image, if insufficient attention will affect the economic benefits of insurance. In such a premise, how to reflect the characteristics and get recognition? This article thinks, good service is the top priority. In particular, a national insurance company such as Pacific Insurance, which has an early start, a large number of institutions, a large number of constraints, a huge number of customers, and a large number of rural customers, should make more solid services, do fine work, make characteristics and make styles. Only in this way can we win the customers, win the market, build the characteristic service brand in the fierce market competition, and realize the sustainable value growth of the company.
【學(xué)位授予單位】：河北工業(yè)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;F274

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本文編號(hào)：2462143