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论文编号：	15215
作者编号：	2320200329
上传时间：	2024/12/12 18:21:32
中文题目：	S寿险公司发展战略研究
英文题目：	Research on the development strategy of S life insurance company
指导老师：	古志辉
中文关键字：	人身险公司；中小型公司；战略管理
英文关键字：	Life insurance; Small and medium-sized company; Strategy management
中文摘要：	随着中国经济步入新的发展阶段，面对传统业务增长速度放缓、监管政策趋严以及利率中枢下行，人身险行业正在面对新一轮的机会与挑战。为了更好的服务于实体经济，人身险公司必须坚守行业本源，理性分析内外部环境，迅速调整其经营战略。 本文根据战略管理理论和相关管理工具，对S寿险公司的发展现状及经营中所遇到的问题加以分析，试图找到一种更符合当前公司自身状况与外部环境的发展战略。在内部环境分析上，分析S寿险公司的主要资源和能力，建立内部因素评价矩阵（IFE）。在外部环境分析上，应用PEST分析法等分析S寿险公司所处的宏观环境及行业环境，建立外部因素评价矩阵（EFE）。综合S寿险公司的内在优点和不足，以及外界的机遇和风险，采用SWOT分析法和定量战略计划矩阵（QSPM）等多种分析手段，确定S寿险公司的战略。评估后，S寿险公司应当选择扭转型战略，坚持全业务链条价值管理，把握处于风险化解期间的监管机构特殊政策支持及其他保险行业发展机会，全面改善公司各项劣势，逐步打造竞争优势，实现公司规模、利润、价值均衡发展。S寿险公司应根据战略目标制定实施方案，一是加强保险产品研发，调整产品结构；二是均衡渠道发展，优化各渠道营销模式；三是全方位提高资产管理能力。同时，为确保战略目标得以实现，S寿险公司应该通过组织与制度、人力资源、财务以及技术支持提供保障。 本文的研究成果旨在为S寿险公司找到适合公司自身状况与外部环境发展的发展战略，也期望能够对中小型人身险公司有所助益，为中小型人身险公司寻求自身的战略提供参考。
英文摘要：	As China's economy steps into a new development phase, the life insurance sector is confronted with new opportunities and challenges on account of the decelerated growth of traditional businesses, increasingly stringent regulatory policies, and a downward movement in the interest rate. To better serve the real economy, life insurance companies are obliged to adhere to the essence of the industry, conduct rational analyses of both internal and external environments, and promptly adjust their business strategies. This paper conducts an analysis of the current state and problems encountered by S Life Insurance Company based on strategic management theory and relevant management tools, and endeavors to identify a more appropriate development strategy that is in line with the company's present situation and the external environment. The internal environment analysis involves analyzing the company’s key resources and abilities, leading to the construction of the Internal Factor Evaluation Matrix (IFE). In the external environment analysis, the PEST analysis method is employed to analyze the macro and industry environment in which the company operates, and the External Factor Evaluation Matrix (EFE) is established. By integrating the company's own strengths and weaknesses along with external opportunities and threats, analysis tools such as the SWOT analysis method and the Quantitative Strategic Planning Matrix (QSPM) are utilized to analyze the strategic choices of the company. After assessment, S Life Insurance Company should opt for a turnaround strategy, adhere to value management throughout the entire business chain, grasp the special policy support from regulatory institutions during the risk resolution period and other development opportunities in the insurance industry, comprehensively ameliorate all its disadvantages, gradually forge competitive advantages, and achieve a balanced development of the company in terms of scale, profit and value. S Life Insurance Company should formulate implementation plans based on the strategic goals, which encompass strengthening insurance product research and adjusting the product structure, balancing development of sale channels and optimizing the marketing models for each channel, and enhancing asset management capabilities in an all-round manner. Concurrently, S Life Insurance Company should guarantee the attainment of strategic goals through organizational and institutional guarantees, human resource guarantees, financial guarantees, and technical supports. The research outcomes of this paper aim to assist S Life Insurance Company in finding a development strategy that is suitable for the company's current situation and the external environment, and also anticipate benefiting small and medium-sized life insurance companies, offering references for the companies in their pursuit of their own strategies.
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