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    Title: 產險業與人身保險經紀人合作推廣策略之研究 : 以X產險公司為例
    Other Titles: The strategy of promotion of non-life insurance industries to cooperate with the life insurance brokers : X non-life insurance company
    Authors: 鄭博文;Cheng, Bao-Wen
    Contributors: 淡江大學保險學系保險經營碩士在職專班
    陳瑞
    Keywords: 人身保險經紀人;合作推廣;策略;Life Insurance Brokers;Promotion Of Cooperation;The Strategy
    Date: 2011
    Issue Date: 2011-12-28 18:00:37 (UTC+8)
    Abstract: 近年來,台灣許多外商壽險公司紛紛出售在台分支機構,約有6萬名外商壽險業務員,被併入本國壽險公司後,可能無法適應本國壽險公司制度,於是進入人身保經代公司將是這些業務員選擇之一。
    本研究係探討產險業與人身保險經紀人合作推廣策略藉由國內外文獻整理歸納產險公司利用環境因素、經營策略、組織結構三個主要構面相互搭配產生營運目標的績效而歸納出四大評估構面,再經由德爾菲專家問卷調查方法,收集專家兩次調查問卷資料之結果,提出相關研究主題結論與建議,歸納如下:
    一、環境因素方面:因產險同業間低價格競爭,造成市場成長幅度緩慢..等環境因素影響,如能提供人身保險經紀人便利的電子商務平台、減少人力作業,長期相互依賴、取得人身保險經紀人通路端信任創造合作關係價值。
    二、經營策略方面:人身保險經紀人選擇與產險公司合作重要之因素主要以品牌形象、財務健全、商品獨特性及差異化..等選擇合作對象因素。不過人身保險經紀人忠誠度不高,重視佣金高低,不在乎合作對象,故產險公司經營策略思維除了佣金高低外,要綁住合作對象共同獲利下為目標,有效整合雙方資源及互惠雙贏之原則基礎,持續創
    造最大績效為策略。
    三、組織結構方面:產險公司建立專責通路部門,負責開發及維護人身保險經紀人通路,對外提供合作夥伴溝通及申訴管道,有效率解決通路端問題,提高服務品質;對內傳達正確通路端訊息,分工授權即時掌握人身保險經紀人合作績效進度並解決通路端衝突,就合作策略是一種長期互動夥伴關係。
    四、績效目標方面:產險公司定時考核合作人身保險經紀人績效以達到雙方約定目標;非財務績效面以員工對通路端貢獻度及生產力、提供獎勵辦法,創造經營利潤,最終超越績效目標為產險業與人身保險經紀人合作推廣策略之核心價值。
    In recent years, as adversely impacted by the spread loss and reserve increase following the financial crisis and the implementation of IFRS, many foreign-based life insurance companies in Taiwan have sold their Taiwan branches to the other local life insurance companies. As a result, about 60,000 salesmen of these Taiwan branches of the foreign-based companies were merged into the local companies, and some of them may not be able to adopt to the system of the local companies and turn to the life insurance brokers or agents as their best choice.
    This thesis discuss how the Non-life insurance industries cooperate with the life insurance brokers by maneuvering the four main dimensions, ie. environmental factors, business strategy, organizational structure, and performance goals, the last dimension of which is generated by the coordination of the former three ones. Further, by the way of the questionnaire survey methods of the expert Delph and given from the results of the said methods conducted for two times , the recommendations and conclusions of the four dimensions are summarized as below :
    1.Environmental factors : Due to the low price competition prevailing in the non-life insurance industries, the market has been grown slowly. In such circumstance, the non-life insurance companies can provide the life insurance brokers with a convenient e-commerce platform so as to reduce the cost of labour operation and to maintain long-term dependence, which aims to win the reliance of the life insurance brokers and create the value of mutual cooperation.
    2.Business strategy : Though the main factors considered by the life insurance brokers to choose the non-life insurance companies as their partners are the brand image, financial soundness, product uniqueness and differentiation etc. However, the brokers usually put more focus on the level of brokerage; as a result, the loyalty of the brokers is not stable and they even do not care about who the partner is. In this situation, in addition to the brokerage, the business strategies of the non-life insurance companies are recommended to tie up their partners of the life insurance brokers under the common goal of profitability, on the basis of the effective integration of resource and the achievement of the mutual benefit to the both parties, and make the maximum performance as their strategy.
    3.Organizational structure : The non-life insurance companies are also recommended to set up independent departments responsible for the development and maintenance of channel of life insurance brokers. For the external operation, the departments are to provide the brokers the channel of communication and complaint so as to solve problems from the brokers efficiently and to improve the service quality; for the internal side, the departments are to convey the right message from the brokers and through the division of labour authorization, to know well and keep regular progress of cooperation with the brokers, and to have conflicts resolution between the brokers, which from the point of cooperation strategy, will reach a long-term interactive partnership.
    4.Performance goals : the non-life insurance companies shall conduct a periodical access on the performance of the partners of life insurance brokers to work out and meet the goals agreed by both parties. For the non-financial sides, the performance is evaluated via the contribution and productivity of the employees to the channel, and provide incentives to create the operation profit. Ultimately, to surpass the performance goal is the core value of strategy of promotion of Non-life insurance industries to cooperate with the life insurance brokers.
    Appears in Collections:[保險學系暨研究所] 學位論文

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