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.