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论文编号：	10480
作者编号：	2120162862
上传时间：	2018/12/6 16:50:20
中文题目：	太平人寿保险公司营销员管理与能力开发途径研究
英文题目：	Research on Marketing Capacity Development of Taiping Life Insurance
指导老师：	杨斌
中文关键字：	保险营销员；人力资源管理；太平人寿；寿险公司
英文关键字：	Insurance agent ; HRM ; Taiping Life Insurance ; Life insurance company
中文摘要：	中国加入WTO已经十几年，中国金融业从逐步对外开放，慢慢过渡到全面对外开放，竞争日益激烈。行业的监管更加严格，直接影响到2018年上半年各家大型保险公司的业务规模。 中国居民储蓄率高，中产阶级人数增加，人均寿命加长，高净值人群数量激增，居民可支配收入也因税改而增加，使得保险业未来发展空间依然广阔。同时，中国保险业也面临着现实的困境。行业人口红利已逐渐消失，行业人均绩效低，高素质人员不愿加盟保险行业，保险公司本身的管理也遇到一些问题。 中国市场保险需求的持续提升与目前保险行业遇到的现实困境形成了剧烈冲突，保险公司需要找到新的突破口。 本文从人力资源管理的角度进行分析，通过文献查阅法、数据分析法、案例分析法以及实地研究法，以太平人寿为主要研究对象，探究在中国发展的寿险公司如何从培养人的角度提升产能和绩效，使得保险公司能够更加健康长远的发展下去。 中国太平于2011年升格为四大中央直属保险公司之一，太平人寿保险有限公司（以下简称太平人寿）作为中国太平旗下的子公司，从2012年--2017年发展迅猛，然而目前也遇到了问题。由于为了获得更快的发展，太平人寿从绩优人力的发展为主转变为团队发展为主，虽然总保费获得大幅提升，但人均绩效却不如以前，团队构成由全职人员为主变为兼职人员为主，各层级人员的平均收入都有降低，无论是团队管理还是人均绩效的提升都给太平人寿持续发展带来更大的挑战。 本文研究了太平人寿营销员队伍的组织架构、培训体系以及激励机制，分析了太平人寿在营销人员的引进与招募过程中的有效方式。太平优化了培训开发体系，同时协助营销员队伍网络开拓，在激励机制上也做了相关调整。同时建议三级机构在管理营销队伍的过程中要学会放权，使营销员队伍更好地积极发挥主观能动性，在团队中培养人才，使个人职业生涯规划和公司的未来发展相匹配，才能实现二者的共赢。
英文摘要：	China has joined the WTO for more than a decade. The Chinese financial industry has gradually opened up to the outside world, and has gradually transitioned to a comprehensive opening up to the outside world. The supervision of the industry is more stringent, which directly affects the scale of business of major insurance companies in the first half of 2018. The savings rate of Chinese residents is high, the number of middle class is increasing, the life expectancy is longer, the number of high-net-worth people is increasing, and the disposable income of residents is also increasing due to tax reform, making the future development of the insurance industry still broad. At the same time, the Chinese insurance industry is also facing a real dilemma. The industry demographic dividend has gradually disappeared, the industry per capita performance is low, high-quality personnel are reluctant to join the insurance industry, and the management of the insurance company itself has encountered some problems. The continuous improvement of China's market insurance demand has formed a sharp conflict with the current realities encountered by the insurance industry. Insurance companies need to find new breakthroughs. This thesis analyzes from the perspective of human resource management, through the literature review method, data analysis method, case analysis method and field research method, taking Taiping Life as the main research object, and exploring how life insurance companies developing in China can increase production capacity from the perspective of cultivating people. And performance, making insurance companies more healthy and long-term development. China Taiping was upgraded to one of the four central insurance companies in 2011. Taiping Life Insurance Co., Ltd. (hereinafter referred to as Taiping Life Insurance), as a subsidiary of China Taiping, has developed rapidly from 2012 to 2017, but it has also encountered problem. In order to achieve faster development, Taiping Life has changed from the development of excellent manpower to team development. Although the total premium has been greatly improved, the per capita performance is not as good as before. The team composition is changed from full-time staff to part-time staff. The average income of the staff at all levels has been reduced. Whether it is team management or the improvement of per capita performance, it will bring greater challenges to the sustainable development of Taiping Life. This thesis studies the organizational structure, training system and incentive mechanism of Taiping Life Insurance Sales Team, and analyzes the effective ways of Taiping Life Insurance in the process of introduction and recruitment of marketing personnel. Taiping optimized the training and development system, and assisted the marketing team to develop the network and made relevant adjustments in the incentive mechanism. At the same time, it is recommended that the three-level organization should learn to decentralize in the process of managing the marketing team, so that the salesperson team can actively exert the subjective initiative, cultivate talents in the team, and match the personal career planning with the future development of the company. A win-win situation.
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