產險公司之車商通路經營研究-以M產險公司桃竹苗銷售區經銷商為例

The Channel Strategy of Non-Life Insurance Companies -A Case Study on Car Dealers of M Company in Tao-Chu-Miao Sales Region

郭益固(YI-KU KUO)

指導教授 ： 王如鈺

中原大學/商學院/企業管理研究所/碩士(2012年)

https://doi.org/10.6840/cycu201200501

摘要

中文摘要
台灣產險市場自2009年4月費率自由化第三階段實施後，費率訂定依產險公司自家損失經驗及費用控制而訂，各產險業者必須在相關監理配套措施及自律規範下，進行市場費率自由定價及防止惡性競爭。唯影響所及應屬經營管理之整體層面，即舉凡商品定價、通路發展、顧客服務、損失率與費用率之管控等等，皆為各產險公司必須重新思索之重要課題。
產險保費收入一半來自車險任意汽車與強制責任險，因此汽車銷售，車險業務的消長影響產險業興衰的主要關鍵，產險業務增幅半數來自車險，故車商通路經營研究為本論文主要的研究動機。以我國財產保險業2011年之簽單總保費收入為新台幣1,124.05億元，其中汽車保險之簽單保險費收入為新台幣556.6億元，占我國財產保險業簽單總保費收入的49.50%，自2006年以來，汽車保險業務量占全體產險業務量的比重，一直維持約50%之佔比，由於汽車險業務量之消長連帶影響各產物保險公司的現金流量及公司在市場的排名，故汽車保險業務的經營深受各產險公司高層的重視。
我國汽車保險業務的通路可分直接通路及間接通路兩種，間接通路的業務量占全部汽車險業務量的40%，其中汽車經銷商保險代理人(簡稱車商保代)及經紀人的業務來源就佔有30%。傳統的保險業務員，直接推銷已無成長空間，故各產險公司為降低通路人事與招攬費用成本，需仰賴大型汽車經銷商銷售團隊，透過車商銷售團隊的接觸、經驗、專業化和營運規模，車商通常提供了產險公司力所未逮的行銷服務與大宗業務主要來源，故大型車商成為產險公司銷售與爭取市佔率主要通路指標。本研究以桃竹苗銷售區某汽車經銷商做為研究對象，保險公司如何在有限資源下研擬行銷策略與差異化商品，以因應車商通路保險市場之需求與產險業之競合策略。產險業務發展方向已走向通路時代，故如何經營車商通路業務，是產險業共同面臨之議題。
本論文以深度訪談，深入研究與探討，經過整理、分析、歸納並與相關研究做對照後，得出本研究之結論，簡述如下：
一、產險公司經營車商通路，以夥伴競爭優勢策略思維為導向
二、提升客服品質與客戶滿意度，增進優質消費者再購意願
三、提升車商夥伴關係管理與互惠機制(車商業代專業知識與行銷技巧之教育訓練)
四、提供有利車商銷售團隊與消費者需求新商品承諾
五、費率自由化後，「低價策略」應為短期競爭趨勢，惟有管理、核保周延的產險公司，
並提高品牌信譽及顧客忠誠度，才能立足自由市場不被淘汰

關鍵字

行銷策略 ； 夥伴關係 ； 差異化策略 ； 費率自由化 ； 經營績效

並列摘要

Abstract
After started implementing the third stage of rate deregulation in Taiwan’s non-life insurance market since April, 2009, each company evaluates rates base on past loss experience and cost control, and must to be under relevant supervision and self-regulation in order to avoid vicious competition and free market rate pricing. The only aspects caused should be operation and management, such as ratemaking, channel development, customer service, loss ratio, expense ratio controls, and so on, and those are important issues that insurance companies need to consider deeply.
It is about half of non-life insurance premium income come from automobile insurance and compulsory liability insurance; therefore, the growth of volume of vehicles is the key of a trend to rise and fall of insurance industry. Since there is more than half of rise in non-life insurance come from automobile insurance, the motivation of this research is operation of car dealer channel. Base on the record of resource for our non-life insurance in 2011, the total written premium income is NTD 112.405 billion, automobile insurance of written premium income is NTD 55.660 billion, which is 49.50% of total written premium. Since 2006, the ratio for automobile insurance of total non-life insurance volume has been maintained around 50%. Due to the growth of automobile insurance volume could affect cash flow of company and rank in industry, senior managers all take the issue of operation of automobile insurance business seriously.
The channel of automobile insurance business in Taiwan can be divided into direct and indirect. The ratio for indirct is 40% of total volume, among that, car dealer insurance agent (referred to as CDIA) and broker source of business occupies 30%. There is no significant growth in direct marketing for traditional insurance salesman, therefore all non-life insurance company have reduced both personnel and recruiting costs but rely on a large car dealer sales team. Through the contact, experienced, professional knowledge and trading scale of a sales team, the car dealers are usually the main source of marketing services and bulk business which the insurance companies can not beat. Thus, a large car dealer has become the indicator of primary access to the market and fight for the share in the competition. This study is based on sales areas in Taoyuan, Hsinchu and Miaoli, how Insurance Companies develop the marketing strategies and diversified commodities with limited resources to face the demand of the car dealer insurance channels and have the competition in industry. Since the trend of business industry has been directed to market channels, how to run and expand the cooperation of market channels has become an issue for non-life insurance companies.
After this deep interview, collation, analysis, induction and comparison with related researches, the reached conclusions as following:

a, While operating the car dealer channel, base on the competition advantages strategy of those partners.
b, Improve customer service quality and increase customer satisfaction in order to enhance the repurchase intention of high-quality consumers.
c, Enhance mutual relationship and reciprocity mechanism
(Professional knowledge and marketing skills training to car dealer insurance agent)
d, Provide favorable promises to both car dealer insurance channels and consumers .
e, After Rate Deregulation, "low prices" is the strategy for short-term competition, only the insurance company that under well management and circumspect underwriting will improve its brand reputation and customer loyalty, stand in free market and not to be eliminated.

並列關鍵字

Liberalization of rate ； Partnerships ； differentiation of strategies and Performance of management ； Marketing strategy

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