摘要
我國(guó)保險(xiǎn)業(yè)在自改革開(kāi)放以來(lái)的25年多時(shí)間里得到了迅猛發(fā)展，保險(xiǎn)經(jīng)營(yíng)主體已發(fā)展到近百家，市場(chǎng)競(jìng)爭(zhēng)日趨激烈。同時(shí)根據(jù)加入WTO的承諾，我國(guó)實(shí)現(xiàn)對(duì)外開(kāi)放保險(xiǎn)以及其它金融市場(chǎng)的時(shí)限已到，我國(guó)保險(xiǎn)業(yè)又將面臨外資保險(xiǎn)的挑戰(zhàn)。在當(dāng)前嚴(yán)峻的形勢(shì)下，如何在市場(chǎng)中持續(xù)穩(wěn)健發(fā)展，為企業(yè)贏得更多效益和市場(chǎng)份額，是需要國(guó)內(nèi)保險(xiǎn)業(yè)認(rèn)真考慮的問(wèn)題。保險(xiǎn)企業(yè)屬于金融服務(wù)業(yè)，這注定保險(xiǎn)企業(yè)對(duì)外競(jìng)爭(zhēng)的策略必須以練好內(nèi)功為基礎(chǔ)，以完善自身服務(wù)管理體系，降低服務(wù)成本，提高服務(wù)品質(zhì)和客戶(hù)讓渡價(jià)值為根本。在經(jīng)過(guò)了多年經(jīng)營(yíng)實(shí)踐以后，我國(guó)保險(xiǎn)業(yè)的經(jīng)營(yíng)管理者們?cè)絹?lái)越意識(shí)到維護(hù)客戶(hù)關(guān)系的重要性，開(kāi)始探索新型的保險(xiǎn)服務(wù)管理模式，并逐步將現(xiàn)在主流的以產(chǎn)品為中心的服務(wù)管理模式向以客戶(hù)為中心的服務(wù)管理模式轉(zhuǎn)化。
某某保險(xiǎn)公司是一家經(jīng)營(yíng)財(cái)產(chǎn)保險(xiǎn)的公司，經(jīng)過(guò)近幾年的快速發(fā)展，其保費(fèi)收入已居X(jué)X市市場(chǎng)第二位，經(jīng)營(yíng)效益居市場(chǎng)首位。但在快速的發(fā)展下，某某保險(xiǎn)公司明顯的暴露出服務(wù)能力滯后于業(yè)務(wù)發(fā)展速度、服務(wù)品質(zhì)降低、客戶(hù)價(jià)值挖潛不夠等問(wèn)題。為鞏固發(fā)展成果，保持競(jìng)爭(zhēng)優(yōu)勢(shì)，對(duì)某某保險(xiǎn)公司來(lái)說(shuō)，解決發(fā)展中出現(xiàn)的問(wèn)題迫在眉睫。所以本文把某某保險(xiǎn)公司快速發(fā)展下的保險(xiǎn)服務(wù)管理模式創(chuàng)新作為選題。
本文從保險(xiǎn)服務(wù)的特殊性和保險(xiǎn)服務(wù)管理模式的發(fā)展趨勢(shì)入手，在對(duì)某某保險(xiǎn)公司快速發(fā)展下暴露出的問(wèn)題進(jìn)行綜合分析的基礎(chǔ)上，提出了以提高服務(wù)效率、降低單位服務(wù)成本、改善客戶(hù)服務(wù)感受、提高企業(yè)經(jīng)營(yíng)效益等為目標(biāo)的服務(wù)管理模式創(chuàng)新方案。方案力求對(duì)存在的問(wèn)題從服務(wù)系統(tǒng)上給以解決，優(yōu)化流程和服務(wù)組織結(jié)構(gòu)，引入新的服務(wù)品質(zhì)監(jiān)控理念，通過(guò)運(yùn)用信息技術(shù)開(kāi)拓網(wǎng)上服務(wù)渠道和進(jìn)行服務(wù)管理，并加強(qiáng)服務(wù)場(chǎng)所的人性化設(shè)計(jì)、服務(wù)人員的服務(wù)行為規(guī)范，從而在整個(gè)服務(wù)系統(tǒng)上保證客戶(hù)的滿意度和服務(wù)效率、效果。
最后，本文對(duì)今后進(jìn)一步研究的方向作了簡(jiǎn)述。

關(guān)鍵詞：保險(xiǎn)，服務(wù)，管理模式
ABSTRACT
After the reform and opening up, China's insurance industry has been developing rapidly in the past 25 years. The market competition is increasingly fierce as insurance business entities have grown to nearly 100. According to commitments on joining the WTO, the time has come for China's implementation of opening up insurance and other financial market. China's insurance industry will face the challenge of foreign insurance. In the current grim situation, the domestic insurance industry needs to seriously consider how to continue healthy development of enterprises, and to gain more efficiency and market share. To cope with the external competition, as a financial service firms, insurance companies need to improve their service management system, lower the cost of the services, and improve service quality and customer delivered value. After years in business practice, China's insurance industry managers are increasingly becoming aware of maintaining customer relations, starting to explore a new type of insurance service, and management models. They are now trying to gradually change the current product-centric service management model to client-centered service management model.
The main business of China Pacific Property Insurance Co., Ltd. Shenzhen branch is property insurance. After the past few years of rapid development, its premium income ranks second in the Shenzhen market, and ranks first in operating efficiency. However, under the rapid development, the CPIC Shenzhen obvious exposed service capacity lags far behind the pace of development in the business, lower service quality, and development of customer value is not sufficient, and so on. In order to consolidate the results of the action and to maintain its competitive edge, the CPIC Shenzhen needs to solve the problems which have emerged in the development. Therefore, this paper chooses the Insurance Services Management Model Innovation of CPIC Shenzhen Branch under Rapid Development as the theme.
From the particularity of insurance services and the trend of development of insurance services management model, this paper presents a service management model innovative programs based on comprehensive analysis of the issues which the CPIC Shenzhen has encountered in the development. The purpose of this program is to improve the efficiency of services, reducing unit costs and improve customer service experience, and enhance operational efficiency. To ensure customer satisfaction and service efficiency, effectiveness, the program proposes some solutions, for example optimizing processes and services organizational structure, introducing the new concept of quality control services, developing online service channels and managing services processes by using information technology, enhancing service establishments humanized design, and training services staff with service standardization.
Finally, this paper outlines the future direction of further study.

Key Words: Insurance, Services, Management model


目錄
第 1 章 引言 1
1.1 研究的背景 1
1.2 研究的意義 2
1.3 本文的寫(xiě)作思路和內(nèi)容結(jié)構(gòu) 3
第 2 章 保險(xiǎn)及服務(wù)營(yíng)銷(xiāo)相關(guān)理論綜述 4
2.1 保險(xiǎn)概述 4
2.1.1 保險(xiǎn)定義 4
2.1.2 保險(xiǎn)業(yè)務(wù)分類(lèi) 4
2.1.3 保險(xiǎn)商品特點(diǎn) 4
2.2 保險(xiǎn)服務(wù)內(nèi)容 8
2.2.1 承（續(xù)、退）保服務(wù) 9
2.2.2 理賠服務(wù) 10
2.2.3 保險(xiǎn)延伸和增值服務(wù) 11
2.3 保險(xiǎn)服務(wù)管理 11
2..