产险销售与管理后援平台整合探讨——流程再造在产险整合中的再思

上海交通大学硕士学位论文产险销售与管理后援平台整合探讨——流程再造在产险整合中的再思考姓名：李娟申请学位级别：硕士专业：工商管理（MBA）指导教师：傅亚平20040111RESEARCHONP&CINSURANCESALESANDMANAGEMENTPLATFORMINTEGRATION-----RETHOUGHTONBUSINESSPROCESSREENGINEERINGINP&CINSURANCEINTEGRATIONABSTRACTChina’sP&Cinsurancemarkethasenteredintoanewstagefromcompletedmonopolizationmarkettomonopolizationcompetitionone.ThechangeofthemarketdevelopmentstagewillbringonthereformofcompetitionmeansinP&Ccompany.ThecompetitionshouldbemoreintenseandthereformwillbemuchdeeperafterChinaentryintoWTO.Theessenceofmarketcompetitionissalescompetitionandthenewrequesthasbeenbroughtforwardtofacethemarketchange.Butthemanagementlevelcan’tmatchthenewchangeofthemarketsotheP&CsalesmustbeintegratedwithmanagementplatformbymeansoftheBusinessProcessReengineering.Domesticcompanyfailedtofindeffectiveprogramstoreengineerbusinessprocessdespitesomecompaniestriedtoreformsomepartoftheirprocess.However,HongKonginsurancecompanieshavesucceededinBusinessProcessReengineering.Thepracticalmeaningisfindanewwaytoreengineeringbusinessprocessorgivessomesuggestiononhowtointegratethesaleswithmanagementplatformfordomesticcompanies.ThatiswhyIchoosethistopicasmyMBAthesis.Somemainresearchmethodshavebeenadoptedsuchascomparisonanddemonstrationaswellascriterionthatbasedonthisspecifictopicwithsignificantpracticalmeanings.Thethesishasfivepartstosystemicallydescriptouterenvironmentforrunningcompany,theapplicationandtheoryfoundationofBPR,thenewlyconditionofcompanymanagement,thesolutionfortheproblemandexampleforthesolution.ThefirstchapterintroducesthecontradictionwithinthesalesandmanagementinP&CinsurancecompanyandalsogivesabriefviewofthedevelopmenthistoryofChina’sinsurancemarket.ThebeginningpartdescriptthemaincharacteristicsofthreedevelopmentstagesofChina’sinsurancemarket:completemonopolization,oligarchmonopolization,monopolizedcompetition.Thefollowingpartpointoutthethreeinconsistenciesininsurancesalesandmanagementplatform.ThelastparthasaconclusionthattheP&Cinsurancecompanymustreengineerbusinessprocesstointegratethepolicysaleswithmanagementplatform.ThesecondchapterintroducestheapplicationandtheoryfoundationofBPRfromthefouraspectsofdefinition,method,meaningsandconnotation.ThesolidtheoryfoundationforthelatersolutionprogramisbasedontheanalysisofthebusinessprocessproblemfromtheperspectiveofBPR.ThethirdchaptergiveaviewonthesuccessfulexperienceofHongKonginsuranceindustrytoreengineerbusinessprocessandonthenewlyconditionofdomesticcompanies’reform.TheHSBCinsurancecompanyasanexampleillustratesthemainmethodandsuccessfulpreconditiontoreengineerbusinessmethod.Thefollowingpartisgiveadescriptionofthedomesticcompanies’reformsuchasbusinessprocesscentralization,buildinggeneralmanagementsystembasedoninformationtechnology,channelandproductioninnovation.Thelastpartshowsthatallthesereformjustpartialreengineeringnotcompletereform.Thefourthpartisthesolutiontobusinessprocessreengineering.Firstofall,thecompletedintegrationsolutionbasedonBPRisintroduced.Thenadomesticbiginsurancecompany,whichisintheprocessofreform,isgivenasanexample.Themainmeasuresasfollows:centralizedunderwritingandclaims,centralizedhumanresource,centralizedfinance,reducethebranchaccordingtotheBPR,innovatechannelandproduct,adoptcompoundmanagementsystembasedoninformationtechnology.ThefifthchapterdescripttheBPR’Spracticalmeaningforthedomesticinsuranceindustry.ThesuccessfulBPRcanincreasethecapacitytoactasmarketchange,haveascaledeconomythroughdecreasecost,andbuildcustomerloyaltytocompanythroughCRM,buildthecompanies’corecompetenceandlastmakecompaniesmoreprofitable.ThemailnewpointinmythesisistocombinethetheoryofBRPwiththemanagementplatformintegrationthatbringaseriesofreformtocompany’soperation.Generallyspeaking,BPRandtheintegrationpolicysaleswithmanagementplatformhaveasignificantpracticalmeaningintoday’sdomesticinsuranceindustry.Ihopemyanalysiscanhelpdomesticcompanysustainableandhealthydevelopment.KEYWORDS:businessprocessreengineering,P&Cpolicysalesandmanagement,platformintegration,innovation1200412120031220031230%MBA3MBA4MBA5MBA6.,,,,MBA7MBA8GDPMBA9VIPMBA10MBA11(TQM)((MBO)(JIT)MBA12MBA136008090CEO90MBA14MBA1518·(Smith)“”19·“”,20·(HenryFord)·(AlfredSloan)MBA161MBA177080MBA18MBA19organizationalchartofPICCorganizationalchartofCPICMBA20organizationalchartofPAICMBA21“”“”MBA22MBA23organizationalchartofHSBCpersonallinesbackupcenterMBA24MBA25MBA263CRMMBA2716%CRM57%CRM26%CRM460%24%MBA28CyberDialogue67020%80%50%30%200011MBA2920.8%8.3%41.7%29.2%152:116:20:1019:15:8:0.45MBA30MBA31MBA32MBA33MBA34organizationalchartbeforeBPR243MBA3534MBA36operationalflowchatofheadquarterbeforeBPRoperationalflowchatofbranchbeforeBPRMBA372ACRMMBA38MBA39PDAAAMBA40MBA41OveralloperationalflowchatafterBPRMBA42MBA43MBA44organizationalchartafterBPR43MBA45structuralchartofinformationplatformafterintegrationMBA46MBA47MBA48AA1AMBA49MBA50AMBA51MBA52MBA53MBA54[1][2]产险销售与管理后援平台整合探讨——流程再造在产险整合中的再思考作者：李娟学位授予单位：上海交通大学相似文献(1条)1.期刊论文肖举萍如何制作风险管理书-中国保险2002,(3)一、为什么要使用风险管理建议书或保险建议书保险同业竞争的需要.虽然从总体上看,价格竞争目前仍是保险公司之间争抢业务的重要筹码,但显然,不是唯一的筹码,且随着保险监管的进一步加强,保险市场竞争秩序的进一步公正与公平,非价格竞争手