壽險業價值管理之研究-以南山人壽為例

NCU Institutional Repository > 管理學院 > 財務金融學系碩士在職專班 > 博碩士論文 > Item 987654321/12244

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题名:	壽險業價值管理之研究-以南山人壽為例
作者:	邱寀憓;ANN-CH CHIOU
贡献者:	財務金融學系碩士在職專班
关键词:	策略地圖;平衡計分卡;壽險業;NON
日期:	2005-01-14
上传时间:	2009-09-22 14:43:20 (UTC+8)
出版者:	國立中央大學圖書館
摘要:	本研究主要目的有二：（一）深入剖析南山人壽過去40年經營的價值管理為何？（二）探討南山人壽面臨外部壽險環境的重大轉變，如何調整經營策略，持續擴張其價值領域？本研究選擇經營成功的南山人壽作為個案分析對象，透過五力分析、SWOT分析導出南山人壽的策略方向，再以平衡計分卡的架構彙整南山人壽的策略管理，最後以策略地圖的方式將南山人壽的過去及未來的策略管理作有系統及整體性地描繪。本研究發現南山人壽過去四十年的發展，大致可以分為三個階段。第一階段南山人壽在人力資本上採差異化策略吸收高素質的專業人力，打破了臺灣壽險界「人人都可以做保險」的習慣，建立自我成長、自我學習的組織文化。第二階段南山人壽以顧客滿意為公司最基本的理念及價值觀，提供高品質的服務和最完善的保障，為保戶堅持「promise to pay」的承諾。第三階段南山人壽建構完成一個高效能且具擴充彈性的資訊環境，也建立了相當完整、系統化的作業流程，且致力於全面e化的落實，以科技的應用及現代化，蛻變為科技化的南山，提供更有效率的服務品質。平衡的策略策略規劃與執行使南山人壽九十二年稅後淨利為一百零二億元，賺進一個資本額，是國內獲利最佳的壽險公司。其次，面對台灣壽險業近年來經營環境的改變，競爭壓力增強，南山人壽針對本身既有資源，在人力資源、行銷通路、服務、經營、商品等方面研訂各種創新策略，以迎接新市場挑戰。並強化知識庫的建立與e-Learning的學習及分享，加強無形資產的管理，累積智慧資本，也是未來價值管理不可或缺的。配合創新、累積智慧資本，透過「以策略為核心的組織」聚焦且協調一致，來開展永續執行力，將在過去四十年所創造出的優勢下持續變新、變好。 The research work presented includes two key categories; (a) To analyze and to investigate into the value management of Nansan life insurance business over the past 40 years. (b) In case that Nansan faces dramatic change due to the external life insurance environment, how will Nansan readjust its immediate steps of management policy in order to protect and to continue extending its basic interest? Since Nansan is one of the very successful enterprises, this research will take it as an example for further analysis. After examining the company strategic direction through Michael Porter’s five-point theory and general SWOT analysis technique, “Balance Score Card” will be used as a guideline tooling to investigate into Nansan life insurance management policy. Finally, the whole strategy management system of Nansan now and before and even in the future will be described on a strategic map. It has been found that the management strategy of Nansan life insurance company over the past 40 years can be described in three-step approaches. The first step approach was to make a dramatic change in the human resource aspect. In order to attract high quality and professional people to join the company, Nansan applied “human resource differential strategy” which broke the custom and old saying that “ Everyone can work for life insurance business” in the long-standing Taiwan life insurance business circles. Nansan had then successfully built up a self-growth and self-learning organization culture in the company. The second step approach emphasized particularly on the customer service aspect. The “satisfaction of customer” became the most essential vision and valued point of view in the company. The company persistently sought to provide customers the superior customer service and the most sound guarantee policy of ‘promise to pay’ to the customers. The third step approach was continually to accomplish developing company‘s internal operating processes. Nansan had created a highly efficiency, flexible and expandable information exchange environment. It had established a very well organized and systematic operating process. It also proceeded to upgrade the system to a fully electronic information exchange environment. In order to provide more efficient and best quality customer services, Nansan had decisively promoted itself to technological Nansan by introducing into the company the applications of current scientific and modernized technologies. The balanced developing policy and management had brought forth the net profits after tax 10.2 billions in the year 2003 which is nearly double the investment capital amount. This had pushed the company become one of the best life insurance companies in Taiwan. In addition, facing the dramatic environmental change of Taiwan life insurance environment and the increasing pressure of marketing competition, Nansan, based on the existing company resources, has planned various strategies for the human resource, the marketing net routes, the customer service, the enterprise management and the new products etc. to meet the urgent needs of the instant marketing change. Consolidating knowledge database, promoting e-learning and sharing of knowledge database, emphasizing the management of virtual property and accumulating intellectual properties become a key necessity of company’s valued management. Hence, with continuous innovation, accumulated intellectual resource, and harmonized focusing under the “Strategy Core Organization Board”, the company will step forward again for continually prospering business based on the successful management elements of the past 40 years.
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