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MBA毕业论文_P寿险公司大连区拓营销团队管理案例研究DOC

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随着我国经济的快速发展和国民保险意识的不断提高,我国保险业正步入高速发 展阶段,商业保险业的地位也在不断上升,由国家社会保障体系的重要组成部分上升 为重要支柱,国家政策的支持给保险业带来了全新动力,提供了新的发展机会,保险 营销团队是实现保费规模快速增长的主要力量,其发展现状不仅决定了保险公司的稳 定持续发展,并且在某种范畴上也将会对保险业的总体发展速度造成直接影响,是保 险业发展的生命线。而寿险营销团队的有效管理是营销队伍良好发展的基本保证,是 寿险业务快速发展的基础,更是寿险公司做大做强的重中之重。 P 寿险公司大连区拓是 P 寿险公司营销渠道中以区域收展制为主要依据的营销机 构,使用客户服务理念,借助于售后服务,促使销售业绩的快速上涨。当前 P 寿险大 连分公司的区拓团队总人数已经达到了该企业营销人员总数的一半以上,是 P 寿险公 司的一支销售主力军,然而大连区拓营销团队目前存在着一系列的问题,营销主管管 理能力较弱,营销员工作积极性不高,利益导向严重,疏于服务,缺乏团队凝聚力, 人员流失严重等,所以能否对其实施有效管理对于大连区拓的业绩和持续发展尤为重 要。 本文以 P 寿险公司大连区拓营销团队为研究对象,通过三个典型案例对其出现的 问题进行深入剖析,并结合团队管理、激励、人力资源管理、组织行为学等相关理论 并运用大量阅读有关书籍文献、网站、员工交流,专家交流等研究方法,分析出 P 寿 险公司大连区拓营销团队出现的一系列问题主要原因有,各外勤团队招聘环节及人员 筛选出现问题;团队管理者能力不足,缺少提升相应团队管理能力的培训;团队管理 者忽视基础管理;营销人员缺乏服务意识;管理者缺乏对团队成员的监督管理;团队 缺少学习文化,团队缺乏积极氛围和有效激励;培训效果不佳等。本文再运用理论联 系实际的方法从原因入手为大连区拓设计了一系列解决方案,为全面提升大连区拓营 销团队管理水平提供有益的支撑。 关键词,团队管理;区拓;寿险营销团队;案例研究-II- A Case Study on Marketing Team Management of P Life Insurance Company Dalian Regional Development Division Abstract With the rapid development of China's economy and the continuous improvement of the national insurance awareness, China's insurance industry is entering a stage of rapid development.The status of the commercial insurance industry is also rising, and it is an important pillar of the national social security system.The strong support of national policies has injected new impetus into the insurance industry and brought about a new round of development. The insurance marketing team is the backbone of the continuous expansion of premiums. Its development status not only determines the stable and sustainable development of insurance companies, to a certain extent, it also determines the overall development speed of the insurance industry, which is the lifeline of the development of the insurance industry.The effective management of the life insurance marketing team is the basic guarantee for the sound development of the marketing team, the foundation for the rapid development of the life insurance business, and the top priority for life insurance companies to become bigger and stronger. P life insurance company Dalian regional development division is a marketing unit based on the regional collection and sales system in the marketing channel of P life insurance company. It uses the business philosophy of customer service and adopts after-sales service to achieve new performance growth through service-driven sales. At present, the salesmen number of the regional development division marketing teams of P life insurance Dalian branch accounts for more than half of the total salespersons of the entire branch. It is a major sales force of P life insurance company. However, there are a series of problems in the teams of Dalian regional development division : the work enthusiasm of marketing staff is not high, the interest orientation is serious, the service is neglected, the team cohesion is lacking, and the staff turnover is serious. Therefore, whether which can be effectively managed are particularly important for the performance and sustainable development of Dalian regional development division. This paper takes the marketing team of P life insurance company Dalian regional development division as the research object.Through three typical cases analyzed in depth,combined with team management, motivation, human resource management, organizational behavior and other related theories, and by reading a lot of relevant books and literature, websites, employee communication, expert communication and other research-III- methods, a series of problems of P life insurance company Dalian regional development division marketing teams are analyzed:problems occurred in recruitment and personnel screening of each field team, lack of ability of team managers,lack of training to improve the corresponding team management ability,team managers neglect basic management,marketing personnel lack service awareness,the manager lack the supervision management to the team member,the team lacks learning culture, the team lacks a positive atmosphere and effective incentives,training results are not good, etc.This paper uses the method of combining theory with practice to design a series of solutions for Dalian regional development division from the point of view of the causes, which provides beneficial support for comprehensively improving the management level of Dalian regional development division marketing teams. Key Words,Team Management; Regional Development Division; Life Insurance Marketing Team; Case Study-IV- 目 录 摘要.............................................................................................................................I Abstract ............................................................................................................................. II 1 绪论.............................................................................................................................. 1 1.1 研究背景...................................................................................................... - 1 - 1.2 研究的目的和意义........................................................................................... 2 1.3 研究的思路和方法........................................................................................... 2 1.3.1 研究思路................................................................................................ 2 1.3.2 研究方法................................................................................................ 2 1.3.3 技术路线.................................................................................................3 2 案例正文...................................................................................................................... 5 2.1 公司简介和区拓背景介绍............................................................................... 5 2.1.1 公司简介................................................................................................ 5 2.1.2 区拓背景介绍........................................................................................ 6 2.2 P 寿险公司大连区拓营销团队管理现状........................................................ 7 2.3 典型案例描述................................................................................................... 9 2.3.1 新人小孙的离职.................................................................................... 9 2.3.2 新课长管理能力的不足...................................................................... 11 2.3.3 老课长的烦恼...................................................................................... 12 3 案例分析.................................................................................................................... 15 3.1 理论依据......................................................................................................... 15 3.1.1 团队管理理论...................................................................................... 15 3.1.2 团队激励理论...................................................................................... 16 3.1.3 学习型组织理论.................................................................................. 18 3.2 案例问题分析............................................................................................ - 19 - 3.2.1 收展员能力素质良莠不齐.................................................................. 20 3.2.2 团队管理者管理能力不足.................................................................. 21 3.2.3 团队成员缺乏工作积极性和客户服务意识...................................... 22 3.2.4 团队缺少学习文化...............................................................................23 3.2.5 缺乏有效激励.......................................................................................24 3.2.6 培训效果不佳.......................................................................................25 4 对策与措施................................................................................................................ 27-V- 4.1 规范招聘流程严格筛选应聘者..................................................................... 27 4.1.1 改进并规范招聘环节.......................................................................... 27 4.1.2 选择素质较高的目标人群.................................................................. 29 4.2 提高团队管理者管理能力............................................................................. 30 4.2.1 提高团队管理者管理能力.................................................................. 31 4.2.2 组建功能组...........................................................................................32 4.2.3 强化团队活动量管理...........................................................................33 4.3 提高团队积极性及客户服务意识................................................................. 34 4.3.1 提高团队成员积极性.......................................................................... 34 4.3.2 制定客户服务标准化规定...................................................................36 4.4 学习文化建立的策略..................................................................................... 36 4.5 激励策略......................................................................................................... 38 4.6 培训策略......................................................................................................... 41 4.7 解决方案实施的保障措施............................................................................. 44 结 论..........................................................................................................................46