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題名 產險公司加入集團之經營模式研究
The study on the business model of non-life insurance company joining the conglomerate作者 陳炫佐
Chen, Hsuan-Tso貢獻者 彭金隆
陳炫佐
Chen, Hsuan-Tso關鍵詞 產物保險
集團
商業模式
Non-life insurance
Conglomerate
Business model日期 2019 上傳時間 6-Nov-2019 15:26:46 (UTC+8) 摘要 本研究透過分析產物保險業環境現況,探討H產險公司加入集團後之商業經營模式,找出H產險的關鍵優勢並提出對其未來經營發展之建議。以H產險各階經理人為對象進行訪談,採用文獻分析法與半結構式訪談進行資料蒐集整合。經過分析總結如下:目前H產險商業經營模式,是以集團的經銷通路,產生穩定的汽車保險業務,並帶動其他險種的成長。在經營上,需把握集團資源挹注的成長期,發展車險以外險種,並與集團成員公司通力合作,以創造持續獲利的經營條件。最後,產業險的經營高度依賴人,找到具有專業能力及熱忱的人才建構及強化客戶連結,才能提供超越期待的服務,創造好的客戶體驗。如此才能使集團加值,產生品牌綜效,達成公司成長及永續經營的願景。
This study analyzes the current situation of the non-life insurance industry, discusses the business model of H non-life insurance company after joining conglomerate, finds out the key advantages of H non-life insurance company and proposes suggestions for its future. Interviews were conducted with managers of all levels of H non-life insurance company. Literature analysis and semi-structured interviews were used for data collection and integration. After analysis and summary, the current business model of H non-life insurance company is based on the car dealer distribution channel of the conglomerate, which generates stable car insurance business and drives the growth of other insurance types. In terms of business strategy, it is necessary to grasp the growth period of the conglomerate resources and develop non-car insurance business to create sustainable business conditions. Finally, the operation of industrial insurance is highly dependent on people. Finding professionals with competence and enthusiasm to build solid customer relationship can provide good services that exceed customers’ expectations. In the result, it will add value to the conglomerate, generate brand synergies, and achieves sustainable growth.參考文獻 中文文獻大前研一(1985)。策略家的智慧。台北市:長河出版社。尤傳莉、林之晨(譯)(2012)。獲利世代:自己動手,畫出你的商業模式(原作者:Alexander Osterwalder, Yves Pigneur(2010))。臺北市:早安財經文化有限公司。尚榮安(譯)(2001)。設計與方法 Case Study Research Design and Methods. (原作者:Yin Robert K. (2001))。台北市:弘智文化事業有限公司。司徒達賢(2001)。策略管理新論:觀念架構與分析方法。台北市:智勝出版社。台灣經濟研究院(2019年4月25日)。國內總體經濟預測暨4月分景氣動向調查報告。取自http://www.tier.org.tw/forecast/201904.pdf余致力(2002)。民意與公共政策-理論探討與實證研究。台北市:五南。林金定、嚴嘉楓、陳美花(2005/6/1),質性研究方法:訪談模式與實施步驟分析。身心障礙研究季刊,第3卷2期,頁122 - 136。林政德(2009)。「垂直整合對玻璃纖維布廠競爭力之分析-以A公司為例」,清華大學科技管理學院碩士論文。金融監督管理委員會保險局 - 「保險業公開資訊觀測站」之保險資訊公開查詢。取自http://ins-info.ib.gov.tw/customer/checkrpt.aspx和泰汽車2018年度年報(2019年6月19日). 取自https://pressroom.hotaimotor.com.tw/lib/f/201906181504-01.pdf范麗娟(1994),「深度訪談簡介」,戶外游憩研究,第7卷2期,頁25-35。財團法人保險事業發展中心 - 產險財業務統計-一般民眾」之供社會大眾查詢之產險財業務統計。取自https://www.tii.org.tw/tii/actuarial/actuarial1/report/index.html黃世禎(2010)。電子化服務創新與價值共同創造流程能力與產出品質與績效之評估與預估。政府研究計畫(編號:NSC99-2410-H011-019)。國立台灣科技大學彭金隆(2018年1月12日)。「金融監理沙盒的三亮點」,經濟日報。湯明哲(2011)。策略精論。台北市:旗標出版社。MBAlib智庫百科。查詢「經營策略」。取自https://wiki.mbalib.com/zh-tw/%E7%BB%8F%E8%90%A5%E7%AD%96%E7%95%A5 (Jul.5, 2019)葉佳朋(2016),「旅遊業創新經營策略研究-以雄獅旅遊公司為例」,逢甲大學經營管理碩士論文。楊雅惠(2018),「整合行銷公司之商業模式探討-以高藝為例」,朝陽科技大學休閒事業管理系碩士論文。勤業眾信(Deloitte)(2019年3月13日)發佈之「2019保險產業趨勢展望」。取自https://www2.deloitte.com/content/dam/Deloitte/tw/Documents/financial-services/2019保險產業趨勢展望.pdf (Jul.5, 2019)維基百科(2019)。和泰汽車。取自https://zh.wikipedia.org/wiki/%E5%92%8C%E6%B3%B0%E6%B1%BD%E8%BB%8A (Jul.5, 2019) 英文文獻Aaker D. A. & Joachimsthaler, E. (2000). Brand leadership. New York: The Free Press.Ansoff, H. I. (1965), Corporate Strategy. New York: McGraw-Hill, pp. 100-116.Chandler, Jr, A.D. (1962). Strategy And Structure: Chapters In The History of The American Industry Enterprise. Cambridge, Mass: MIT.Hill, C. W, Jones, G. R., & Schilling, M. A. (2014). Strategic Management: An Integrated Approach., Cengage Learning, pp. 286-317.Coase, R. H. (1937). The Nature of the Firm. Economica, New Series, 4(16), pp.386-405.D`Avani, R. A. (1994). Hypercompetitive Rivalries. New York: The Free Press.Steiner, G.A. & Miner, J.B. (1977). Management policy and strategy: Text, Readings and Cases. New York: Macmillan.Dess, Gregory G. & Miller Alex (1993) Strategic Management. New York: McGraw-HillHarrigan, K. R. (1983). A Framework for looking at vertical Integration, The Journal of Business Strategy, 3(3), pp.30-37.Harrigan, K. R. (1984). Formulating Vertical Integration Strategies, Academy of Management of Review, 9(4), pp.638-651.Harrigan, K. R. (1985). Exit Barriers and Vertical Integration, Academy of Management Journal, 28(3), pp.686-697.Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations, IBM systems journal, 32(1), 4-16.Hofer, C. W. and Schendel, D. (1978), Strategy Formulation: Analytical Concepts, St. Paul: West.Mahoney, J. T. (1992). The choice of organizational form: Vertical financial ownership versus other methods of vertical integration. Strategic Management Journal, 13(8), pp.559-584Mintzberg, H. (1979). Mintzberg On Management. New York: The Free Press.Mintzberg, H. (1994). The Rise And Fall of Strategic Planning: Preconceiving Roles For Planning, Plans, Planners. New York: The Free Press.Osterwalder, A. & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers., John Wiley & Sons.Drucker, P. F. (1954). The Practice of Management. New York: Harper Brothers.Porter, M. E. (1980). Industry Structure and Competitive Strategy:Keys to Profitability. Financial Analysis Journal, 36(4), 43-50.Porter, M. E. (1990) The competitive advantage of nations: with a new introduction. New York: Free Press.Raymond E. Miles and Charles C. Snow. (1978). Organization Strategy, Structure, and Process.Clarke, R., Davies, S. & Waterson, M. (1984). Journal of Industrial Economics.Steiner, G. A. (1969). Top Management Planning. New York: Macmillian Press.Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets, 8(2), pp.4Utterback, J.M & Abernathy, W.J (1975). A Dynamic Model of product and Process Innovation. Omega, 3(3), pp.639-656.World Economic Forum (2015).http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
106932139資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106932139 資料類型 thesis dc.contributor.advisor 彭金隆 zh_TW dc.contributor.author (Authors) 陳炫佐 zh_TW dc.contributor.author (Authors) Chen, Hsuan-Tso en_US dc.creator (作者) 陳炫佐 zh_TW dc.creator (作者) Chen, Hsuan-Tso en_US dc.date (日期) 2019 en_US dc.date.accessioned 6-Nov-2019 15:26:46 (UTC+8) - dc.date.available 6-Nov-2019 15:26:46 (UTC+8) - dc.date.issued (上傳時間) 6-Nov-2019 15:26:46 (UTC+8) - dc.identifier (Other Identifiers) G0106932139 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/127212 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 106932139 zh_TW dc.description.abstract (摘要) 本研究透過分析產物保險業環境現況,探討H產險公司加入集團後之商業經營模式,找出H產險的關鍵優勢並提出對其未來經營發展之建議。以H產險各階經理人為對象進行訪談,採用文獻分析法與半結構式訪談進行資料蒐集整合。經過分析總結如下:目前H產險商業經營模式,是以集團的經銷通路,產生穩定的汽車保險業務,並帶動其他險種的成長。在經營上,需把握集團資源挹注的成長期,發展車險以外險種,並與集團成員公司通力合作,以創造持續獲利的經營條件。最後,產業險的經營高度依賴人,找到具有專業能力及熱忱的人才建構及強化客戶連結,才能提供超越期待的服務,創造好的客戶體驗。如此才能使集團加值,產生品牌綜效,達成公司成長及永續經營的願景。 zh_TW dc.description.abstract (摘要) This study analyzes the current situation of the non-life insurance industry, discusses the business model of H non-life insurance company after joining conglomerate, finds out the key advantages of H non-life insurance company and proposes suggestions for its future. Interviews were conducted with managers of all levels of H non-life insurance company. Literature analysis and semi-structured interviews were used for data collection and integration. After analysis and summary, the current business model of H non-life insurance company is based on the car dealer distribution channel of the conglomerate, which generates stable car insurance business and drives the growth of other insurance types. In terms of business strategy, it is necessary to grasp the growth period of the conglomerate resources and develop non-car insurance business to create sustainable business conditions. Finally, the operation of industrial insurance is highly dependent on people. Finding professionals with competence and enthusiasm to build solid customer relationship can provide good services that exceed customers’ expectations. In the result, it will add value to the conglomerate, generate brand synergies, and achieves sustainable growth. en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究動機 1第二節 研究目的 2第三節 研究方法 3第四節 研究架構與流程 3第二章 文獻探討 5第一節 垂直整合 5第二節 經營策略 8第三節 商業模式 12第四節 五力分析 16第三章 研究設計 20第一節 研究方法 20第二節 訪談對象 22第三節 訪談題綱設計 23第四章 產險業發展歷史背景 25第一節 台灣產險業發展背景 25第五章 研究結果分析 30第一節 台灣產險市場發展概況 30第二節 個案公司加入集團之經營成效 56第三節 個案公司之商業模式分析 71第六章 結論與建議 99參考文獻 101中文文獻 101英文文獻 103 zh_TW dc.format.extent 2528328 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106932139 en_US dc.subject (關鍵詞) 產物保險 zh_TW dc.subject (關鍵詞) 集團 zh_TW dc.subject (關鍵詞) 商業模式 zh_TW dc.subject (關鍵詞) Non-life insurance en_US dc.subject (關鍵詞) Conglomerate en_US dc.subject (關鍵詞) Business model en_US dc.title (題名) 產險公司加入集團之經營模式研究 zh_TW dc.title (題名) The study on the business model of non-life insurance company joining the conglomerate en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文文獻大前研一(1985)。策略家的智慧。台北市:長河出版社。尤傳莉、林之晨(譯)(2012)。獲利世代:自己動手,畫出你的商業模式(原作者:Alexander Osterwalder, Yves Pigneur(2010))。臺北市:早安財經文化有限公司。尚榮安(譯)(2001)。設計與方法 Case Study Research Design and Methods. (原作者:Yin Robert K. (2001))。台北市:弘智文化事業有限公司。司徒達賢(2001)。策略管理新論:觀念架構與分析方法。台北市:智勝出版社。台灣經濟研究院(2019年4月25日)。國內總體經濟預測暨4月分景氣動向調查報告。取自http://www.tier.org.tw/forecast/201904.pdf余致力(2002)。民意與公共政策-理論探討與實證研究。台北市:五南。林金定、嚴嘉楓、陳美花(2005/6/1),質性研究方法:訪談模式與實施步驟分析。身心障礙研究季刊,第3卷2期,頁122 - 136。林政德(2009)。「垂直整合對玻璃纖維布廠競爭力之分析-以A公司為例」,清華大學科技管理學院碩士論文。金融監督管理委員會保險局 - 「保險業公開資訊觀測站」之保險資訊公開查詢。取自http://ins-info.ib.gov.tw/customer/checkrpt.aspx和泰汽車2018年度年報(2019年6月19日). 取自https://pressroom.hotaimotor.com.tw/lib/f/201906181504-01.pdf范麗娟(1994),「深度訪談簡介」,戶外游憩研究,第7卷2期,頁25-35。財團法人保險事業發展中心 - 產險財業務統計-一般民眾」之供社會大眾查詢之產險財業務統計。取自https://www.tii.org.tw/tii/actuarial/actuarial1/report/index.html黃世禎(2010)。電子化服務創新與價值共同創造流程能力與產出品質與績效之評估與預估。政府研究計畫(編號:NSC99-2410-H011-019)。國立台灣科技大學彭金隆(2018年1月12日)。「金融監理沙盒的三亮點」,經濟日報。湯明哲(2011)。策略精論。台北市:旗標出版社。MBAlib智庫百科。查詢「經營策略」。取自https://wiki.mbalib.com/zh-tw/%E7%BB%8F%E8%90%A5%E7%AD%96%E7%95%A5 (Jul.5, 2019)葉佳朋(2016),「旅遊業創新經營策略研究-以雄獅旅遊公司為例」,逢甲大學經營管理碩士論文。楊雅惠(2018),「整合行銷公司之商業模式探討-以高藝為例」,朝陽科技大學休閒事業管理系碩士論文。勤業眾信(Deloitte)(2019年3月13日)發佈之「2019保險產業趨勢展望」。取自https://www2.deloitte.com/content/dam/Deloitte/tw/Documents/financial-services/2019保險產業趨勢展望.pdf (Jul.5, 2019)維基百科(2019)。和泰汽車。取自https://zh.wikipedia.org/wiki/%E5%92%8C%E6%B3%B0%E6%B1%BD%E8%BB%8A (Jul.5, 2019) 英文文獻Aaker D. A. & Joachimsthaler, E. (2000). Brand leadership. New York: The Free Press.Ansoff, H. I. (1965), Corporate Strategy. New York: McGraw-Hill, pp. 100-116.Chandler, Jr, A.D. (1962). Strategy And Structure: Chapters In The History of The American Industry Enterprise. Cambridge, Mass: MIT.Hill, C. W, Jones, G. R., & Schilling, M. A. (2014). Strategic Management: An Integrated Approach., Cengage Learning, pp. 286-317.Coase, R. H. (1937). The Nature of the Firm. Economica, New Series, 4(16), pp.386-405.D`Avani, R. A. (1994). Hypercompetitive Rivalries. New York: The Free Press.Steiner, G.A. & Miner, J.B. (1977). Management policy and strategy: Text, Readings and Cases. New York: Macmillan.Dess, Gregory G. & Miller Alex (1993) Strategic Management. New York: McGraw-HillHarrigan, K. R. (1983). A Framework for looking at vertical Integration, The Journal of Business Strategy, 3(3), pp.30-37.Harrigan, K. R. (1984). Formulating Vertical Integration Strategies, Academy of Management of Review, 9(4), pp.638-651.Harrigan, K. R. (1985). Exit Barriers and Vertical Integration, Academy of Management Journal, 28(3), pp.686-697.Henderson, J. C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations, IBM systems journal, 32(1), 4-16.Hofer, C. W. and Schendel, D. (1978), Strategy Formulation: Analytical Concepts, St. Paul: West.Mahoney, J. T. (1992). The choice of organizational form: Vertical financial ownership versus other methods of vertical integration. Strategic Management Journal, 13(8), pp.559-584Mintzberg, H. (1979). Mintzberg On Management. New York: The Free Press.Mintzberg, H. (1994). The Rise And Fall of Strategic Planning: Preconceiving Roles For Planning, Plans, Planners. New York: The Free Press.Osterwalder, A. & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers., John Wiley & Sons.Drucker, P. F. (1954). The Practice of Management. New York: Harper Brothers.Porter, M. E. (1980). Industry Structure and Competitive Strategy:Keys to Profitability. Financial Analysis Journal, 36(4), 43-50.Porter, M. E. (1990) The competitive advantage of nations: with a new introduction. New York: Free Press.Raymond E. Miles and Charles C. Snow. (1978). Organization Strategy, Structure, and Process.Clarke, R., Davies, S. & Waterson, M. (1984). Journal of Industrial Economics.Steiner, G. A. (1969). Top Management Planning. New York: Macmillian Press.Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets, 8(2), pp.4Utterback, J.M & Abernathy, W.J (1975). A Dynamic Model of product and Process Innovation. Omega, 3(3), pp.639-656.World Economic Forum (2015).http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf zh_TW dc.identifier.doi (DOI) 10.6814/NCCU201901202 en_US