近年来，两位数的增长高速，让保险业呈现出极好的发展态势。随着国外保险公司 逐步进入我国市场，让原本竞争就已经很激烈的保险企业变得更加困难，因此，市场对 保险人才的需求和质量有了更高的要求，新时代的经济发展要求更加注重经济发展的质 量，而保险业发展的质量更是离不开一支高质量的营销员队伍。世界各国一直通过对保 险代理人制度的研究，改进保险代理人的管理。面对着如此竞争激烈的市场环境，H 中 心支公司面临着如何通过对保险代理人的管理，从而提高保费收入以及推动保险代理人 组织发展壮大，降低人员流失率的问题。 保费收入以及代理人管理在一定程度上面是保险企业发展中同一过程的两个不同 方面，本文主要以 H 保险广州中心支公司作为例子，分析广州中支现有的代理人管理制 度，针对目前现企业经营的问题，研究分析如何通过营销方案以及激励方案对保险代理 人进行业绩和代理人管理方面，得出优化改善的经营方案。 经研究 H 保险广州中支代理人管理的优化工作重点可以总结为，晋升、内增外引、 培育、留存这四个方面。通过以上四方面结合保险代理人的收入、考核、荣誉、培训分 析出优化的方案。希望通过此方案推动保险代理团队做大做强，增强广州中心支公司的 市场竞争力。 关键词，代理人制度；保险营销；H 保险广州中心支公司Abstract In recent years, the double-digit growth rate has made the insurance industry present an excellent development trend. With the gradual entry of foreign insurance companies into China's market, it becomes more difficult for insurance companies that are already very competitive. Therefore, the market has higher requirements for the demand and quality of insurance talents. Economic development in the new era requires more attention to the quality of economic development, and the quality of insurance industry development is inseparable from a high-quality marketing team. The world has been improving the management of insurance agents through the study of insurance agent system. Among the existing problems in the insurance industry, the H-center branch company is facing the problem of how to improve the premium income, promote the development of insurance agent organizations and reduce the turnover rate through the management of insurance agents. To some extent, premium income and agent management are two different aspects of the same process in the development of insurance enterprises. This paper mainly takes H Insurance Guangzhou Central Branch Company as an example to analyze the existing agent management system of Guangzhou Branch. Aiming at the current problems of enterprise operation, it studies and analyses how to carry out performance and incentive scheme for insurance agents through marketing scheme and incentive scheme. In the aspect of agent management, we get the optimized and improved business plan. In the aspect of agent management, this paper mainly studies the performance appraisal of salesmen of different grades according to the existing basic law of the company, and through the analysis of the salary income of the insurance agent, explores the ways to improve the income of the insurance agent, so as to promote the insurance agent team to become bigger and stronger, and finally formulates the optimization plan of incentive programs and activities, hoping to strengthen Guangzhou Branch. The market competitiveness of branch companies. Key words: agent system; insurance marketing; H Insurance Guangzhou Central Branch Company目录 第一章 绪论...............................................................................................................................1 1.1 选题背景.........................................................................................................................1 1.2 研究问题和研究意义.....................................................................................................2 1.2.1 研究问题................................................................................................................. 2 1.2.2 研究意义................................................................................................................. 2 1.3 理论基础与文献综述.....................................................................................................3 1.3.1 代理人管理激励机制理论..................................................................................... 3 1.3.2 国际保险代理人管理制度..................................................................................... 5 1.3.3 文献综述................................................................................................................. 7 1.4 研究思路与研究方法.....................................................................................................9 1.5 论文结构与主要内容...................................................................................................11 第二章 公司保险代理人现状分析.........................................................................................12 2.1 企业发展历程...............................................................................................................12 2.2 H 保险广州中心支公司组织结构................................................................................13 2.3 保险代理人现状调查...................................................................................................15 2.3.1 广州中支代理人数量........................................................................................... 15 2.3.2 广州中支代理人现状调查................................................................................... 15 2.4 代理人组织结构与职级规定.......................................................................................19 2.5 代理人职级关系...........................................................................................................20 2.6 代理人考核...................................................................................................................21 2.6.1 代理人职级考核指标........................................................................................... 21 2.6.2 职级考核期及分析............................................................................................... 21 2.6.3 职级考核标准....................................................................................................... 22 2.7 H 公司聘才团队筹备计划............................................................................................23 2.7.1 聘才团队筹备计划概述....................................................................................... 23 2.7.2 H 公司的聘才方案人力要求................................................................................ 24 2.7.3 H 公司的聘才方案引进流程................................................................................ 24 2.7.4 H 公司的聘才方案奖励........................................................................................ 25 2.8 本章小结.......................................................................................................................27 第三章 存在问题及原因分析.................................................................................................28 3.1 存在问题.......................................................................................................................283.1.1 保险代理人招募困难........................................................................................... 28 3.1.2 保险代理人培育水平低....................................................................................... 30 3.1.3 保险代理人难留存............................................................................................... 34 3.2 现存问题原因分析.......................................................................................................36 3.2.1 招募规定不贴合实际........................................................................................... 36 3.2.2 代理人缺乏科学持续的培育............................................................................... 38 3.2.3 发展差异导致难留存........................................................................................... 41 3.3 本章小结.......................................................................................................................44 第四章 H 公司代理人管理优化建议......................................................................................45 4.1 代理人招募问题优化建议...........................................................................................45 4.1.1 建立切合实际的招募标准................................................................................... 45 4.1.2 聘才方案优化....................................................................................................... 46 4.2 代理人培育及留存措施建议.......................................................................................48 4.2.1 非主管营销员主要收入项目分析....................................................................... 48 4.2.2 无责底薪阶段方案............................................................................................... 51 4.2.3 建立完善的培训制度........................................................................................... 52 4.2.4 产品说明会促进成交........................................................................................... 54 4.2.5 建设企业文化荣誉体系....................................................................................... 55 4.2.6 推动团队主管培育团队....................................................................................... 56 4.2.7 建立代理人团队功能小组................................................................................... 59 4.2.8 优化早会流程....................................................................................................... 59 4.2.9 优化团队主管培育新人流程............................................................................... 60 4.3 本章小结.......................................................................................................................62 结论...........................................................................................................................................63