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论文编号：	13973
作者编号：	2320200559
上传时间：	2023/6/7 10:44:33
中文题目：	G公司人身险业务竞争战略研究
英文题目：	Research on Competitive strategy of G company''s life insurance business
指导老师：	牛建波
中文关键字：	人身险；竞争战略；差异化战略；SWOT分析；定量战略计划矩阵
英文关键字：	Life Insurance；Competitive Strategy；Differentiation Strategy；SWOT Analysis；Quantitative Strategic Planning Matrix
中文摘要：	我国保险业经过多年的发展，已成为关系国计民生的重要产业。中小型保险企业面临金融监管审计加强、业务增长速度下行、科技迫使业务转型等多重挑战，旧有经营模式难以为继。如何找出竞争优势，制定符合自身的竞争战略是中小型保险企业面临的迫切任务。 当前，具有规模优势的大型保险公司与具有技术优势的互联网保险公司给中小型保险企业带来双重压力。一方面，我国大型保险公司在产品研发成本、营销渠道数量、代理人队伍规模、产品市场占有率等方面具有极强的规模优势；另一方面，互联网保险公司依靠新兴技术和模式引入大量新营销渠道，极大降低了对传统渠道的依赖程度，通过技术创新打造差异性产品，通过互联网模式提升自身市场占有率和品牌曝光度。面对这种激烈的市场竞争环境，差异化竞争成为中小型保险企业弥补自身劣势、扩大优势进而走出竞争困境的战略转型方向。对于中小保险企业而言，借助数字化经营，重新赋能价值链上的关键环节，进行差异化竞争，成为其获取竞争优势的重要手段。G公司作为一家中小型保险企业，其业务种类单一，仅人身险一项。因此，如何在人身险业务上实现差异化竞争，赢得竞争优势是其战略研究的重心。本研究首先对G公司的基本情况进行阐述并梳理其人身险业务竞争战略的现状及存在的问题。其次依照战略管理理论运用PEST分析、波特五力模型、EFE矩阵分析、IFE矩阵分析等方法工具对G公司人身险业务的内外部环境进行剖析，并在此基础上，结合G公司的愿景与目标，使用SWOT分析和QSPM矩阵分析对G公司人身险业务进行竞争战略的选择，确定了G公司人身险业务差异化竞争战略的执行。最后，结合G公司人身险业务现状提出已选战略的实施策略，即产品差异化、营销差异化、服务差异化，并从薪酬机制改革、营销体制改革、强化科技保障、推动客服温暖高效四个方面给出保障措施。
英文摘要：	After decades of development, the insurance industry of China has become a critical industry which is vastly connected to the national economy and people's livelihood. Small and medium-sized insurance companies are facing various challenges, for example, strengthening financial supervision and audit, downward business growth rate, and technology forcing business transformation. The traditional savage growth pattern is unsustainable. The prioritized mission for small and medium-sized insurance companies is to identify their competitive advantages and develop a competitive strategy that is in line with their own. Currently, large insurance companies with scale advantages and internet insurance companies with technological advantages are bringing double pressure to small and medium-sized insurance companies. On the one hand, large scale insurance companies in China have strong scale advantages in terms of product development cost, number of marketing channels, agent team size, product market share, etc. On the other hand, Internet insurance companies rely on new technologies and models to introduce a large number of new marketing channels, which greatly reduce the dependence on traditional channels, create differentiated products through technological innovation, and enhance their own market share and brand exposure through the Internet model. In the face of such a fierce competitive market environment, differentiation has become a strategic transformation direction for small and medium-sized insurance companies to make up for their disadvantages, expand their advantages and get out of the competitive dilemma. For small and medium-sized insurance companies, digital management, re-empowering key links in the value chain and differentiating themselves have become important means to gain competitive advantages. G Company, as a small and medium-sized insurance enterprise, has a single business category, only life insurance. Therefore, how to achieve differentiation and gain competitive advantage in life insurance business is the focus of its strategic research. This study first describes the basic situation of G company and sorts out the current situation and problems of its competitive strategy in personal insurance business. Secondly, according to the theory of strategic management, the internal and external environment of G company's personal insurance business is analyzed by using tools such as PEST analysis, Porter's five forces model, EFE matrix analysis, and IFE matrix analysis. Based on this, combined with G company's vision and goals, SWOT analysis and QSPM matrix analysis are used to select the competitive strategy of G company's personal insurance business and determine the execution of G company's personal insurance business differentiation competition strategy. Finally, based on the current situation of G company's personal insurance business, implementation strategies for the selected strategy are proposed, including product differentiation, marketing differentiation, and service differentiation, and fore measures are salary system reform, marketing system reform, strengthening technological support, and promote warm and efficient customer service.
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