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|Other Titles: ||A study on business strategy and model of telemarketing for multiple channel in life insurance|
|Authors: ||高瑞霙;Kao, Jui-ying|
郝充仁;Hao, Chung-jen;李雅婷;Lee, Ya-ting
|Keywords: ||電話行銷;多元行銷;經營策略;telemarketing;multiple channel;Business Strategy|
|Issue Date: ||2010-01-11 02:08:58 (UTC+8)|
By 1994, several local enterprises and a few American companies had already established the life insurance business in Taiwan, marketing their products by way of personal “face-to-face” meeting with customers, whom they contacted through social networks. With Taiwan’s entry to the World Trade Organization(WTO), many other foreign insurance companies were granted business operation licenses and set-up branches in the local market, but with very different styles of product promotion, which caused the “personal contact” approach to eventually disappear.
The foreign companies were much more aggressive in their marketing strategies, which included the outsourcing of sales (i.e., using non-licensed, commission-only, self-employed salespersons), the establishment of call-centers for the ”market-saturation” style selling of insurance through the making of thousands of unsolicited telephone calls to hitherto unknown (potential) customers, and the enlisting of local banks to sell insurance to their own customers. Thus the foreign insurance companies quickly gained a substantial competitive advantage over their local (and more sympathetic) counterparts.
During the first year of the foreign insurance companies aggressive approach, only one percent of the market was achieved. However, with domineering persistence and the support from their overseas head offices (i.e., new products, promotional aids, etc.), the foreign insurance companies thereafter progressively secured a much greater proportion of the market in Taiwan.
The selling of insurance in a highly skilled operation entailing the specialized training of competent staff. Therefore, the object of this research was to evaluate the effectiveness of using telemarketing and bank staff, to sell insurance in Taiwan. The conclusions are as follows:
1.Bank staff, trained to supervise the bank’s own credit card and personal loan business, cannot to be presumed to be capable of also selling insurance, without additional training.
2.The affiliation of insurance companies has adopted a system of education and training, in order to contain the otherwise zealousness of diverse sales competition.
3.The careful investigation and pre-selection of potential customers, as opposed to the indiscriminate approach, is essential to create the necessary “win-win” conclusion.
4.The marketing of insurance must be managed in a strictly authorized manner.
5.Adopting different sales strategies would undoubtedly affect the direction for future development, undertaken by high level managers of telemarketing departments.
|Appears in Collections:||[保險學系暨研究所] 學位論文|
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