近年來，由於國際金融風暴的襲擊及全球經濟不景氣等因素的影響，致使國內的整體經濟也呈現一蹶不振的現象，甚至國內的通貨膨脹日益攀升的影響，導致金融市場的利率呈現不斷下滑的趨勢，相對的也間接影響到人壽保險公司的經營發展。傳統的人壽保險公司的經營方式都是人海戰術為主要的行銷策略，企圖藉由大量的業務人員的推銷獲得公司的營業績效，然而這樣的行銷策略不僅會增加公司的人力成本之外，更會因為所招攬的業務人員的素質而影響公司的形象。因此，人壽保險業務人員的多寡與人壽保險的業務績效是否存在著關聯性，便是引起本研究所要探討的課題。 本研究為能進一步的瞭解從業人員與人壽保險公司的業務指標的關係，考慮透過科學的數據分析方法來驗證兩者間的關聯，故本文蒐集人壽保險公司之從業人員的人數與業務指標等資料，進行資料的分析且將分析結果概述如下：1.國內的人壽保險產業是具有發展潛力；2.從業人員的人數與總保費收入是呈現正向關係；3.業務人員的編制會影響人壽、健康、傷害等新契約保險的保費收入；4.人壽保險之從業人員與年金保險新契約保費收入是呈現中度相關。

我國財產保險業之簽單總保費收入為新台幣1,141.05億元，其中汽車保險之簽單保險費收入為新台幣573.34億元，佔我國財產保險業簽單總保費收入的50.25%，故汽車保險之簽單保險費收入於九十五年仍居財產保險市場各險種之冠。同時汽車保險業務量占全體產險業務量的比重，近十年來一直維持在45%～55%之間，由於汽車險業務量之消長與品質關係著保險公司經營的績效。而業務消長與品質良窳又跟行銷通路緊密相關。現今如能掌握住通路即能掌握業務，然而如何選擇良好通路及經營，對保險公司而言，是非常大的考驗與挑戰。 金融控股公司法於2001年六月二十七日經立法院三讀通過後，並於同年十一月一日起正式實施，自此台灣金融相關產業正式邁入戰國時代，大型金融控股公司紛紛成立。各金控業者藉由本身銀行、證券、產險及壽險等子公司在資源整合下，冀能發揮綜效，以達到較佳的經營糢式。 台灣汽車保險保費成長在經歷2005年達到近十年來的高峰後，2006年受到銀行雙卡壞帳緊縮消費金融的影響下，汽車經銷商新車銷售呈現大幅衰退，直接衝擊到汽車保險保費的收入與成長，因而導致2006年汽車保險保費首次呈現衰退。若高度依賴車商保代的業者，將受到同樣衰退命運，然而若業者能提前佈局多元化行銷通路，其受到衰退的影響就相對輕微，甚至部份業者的業績仍然能夠逆勢成長。有鑑於此，產險業者如何透過加入金控或開拓與壽險、銀行等合作，藉以提升業務成長，益顯重要。 本研究係以個案公司加入金控後銀行通路經營績效加以分析，確實發現產險公司若能充份發揮自身優勢與定位，爭取加入金控，藉由金控所屬子公司廣大的銷售人力及通路據點，對汽車險業務的經營績效有很大的綜效。 / Motor insurance business has played an important role in the Taiwan non-life insurance industry. The total written premium income for Motor insurance in 2006 amounted to NT$57.334 billion, which accounts for 50.25% of the overall premium income of non-life insurance industry in Taiwan. In the meantime, the business portfolio of Motor insurance to 　that of non-life insurance has been maintained at 45% - 55% over the past ten years. The quality of Motor business is significantly related to the business performance and is also closely linked to the marketing channels of the non-life insurance companies. As such, the selection of appropriate marketing channels, which is certainly a great challenge, will have predominant influence to the business performance of a non-life insurance company in Taiwan. Since the Financial Holding Company Law went into effect officially in November 2001, there are quite a number of mega financial holding companies were established afterwards. The aim of financial holding company is to integrate their respective resource among their banking sector, securities sector, non-life insurance sector, and life insurance sector, so as to achieve the synergy and to build up better business operation model as well. The premium growth for the motor insurance in 2005 has achieved the highest record nearly a decade. In 2006, the new car sales were serious impacted by the dual cards crisis (credit cards and cash cards). This certainly led to the motor premium income was first time ever reduced in the past five years. Non-life insurance companies will suffer the same of the recession as mentioned for their motor business if they highly rely on the marketing channel through the car dealers. However, the impact on the motor business could be mitigated for non-life insurance companies if they are able to explore new multi-marketing channels along with good results. The premium growth can be also anticipated for those non-life companies if they can make good use of these channels. In view of this, it will be very important for non-life insurance companies to achieve better performance by way of joining financial holding company as a subsidiary and establishing a strategic alliance with life insurance companies or banks from now on. This research is focusing on the case studies of the banking and financial holding maketing channels, for the Motor insurance business performance of the non-life insurance company. With the findings of this case study after detailed analysis, we come to conclusion that after joining the holding company, non-life insurance company can improve the business performance of synergy to a great extent for their motor insurance business by way of making full use of the sales force as well as point of sales among the subsidiaries of holding companies.

九十四年我國財產保險業之簽單總保費收入為新台幣1,185.02億元，其中汽車保險之簽單保險費收入為新台幣588.62億元，占我國財產保險業簽單總保費收入的49.67%，故汽車保險之簽單保險費收入於九十四年居財產保險市場各險種之冠。同時汽車保險業務量占全體產險業務量的比重，一直維持在45%-50%之間，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老闆的重視。 我國汽車保險業務的來源可分直接通路及間接通路兩種，間接通路來源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占有30%。 台灣汽車險市場各保險公司的市場占有率，經過產險同業大家多年的努力經營，已大致固定。由於車商保代及經紀人的業務大都屬新車業務，故其業務量占汽車險市場新車業務量的比重甚大，因此遂為每家保險公司業務經營極力爭取的對象。再者必須注意的是汽車險商品因受到過往規章費率的影響，同質性很高，在無法明顯區隔市場的情形下，保險公司如欲增加業務量，最迅速有效的方式就是提高佣金及配合車商保代的要求，搭配一定比率的回廠維修率。此種「蠟燭兩頭燒」的業務經營，在社會經濟景氣時，保險公司尚可依靠投資收益來挹注增加的成本，但景氣不好時，保險公司的負擔將會超過其所能承受的部份，導致經營產生虧損或發生危機。此由寶來證券集團在中央產物的經營汽車險業務，因經營結果與其預期不一致時，最後轉手美商AIG集團，即是最佳寫照。 本篇論文主要係在探討競爭市場下汽車險業務經營管理策略，並以寶來證券集團在中央產物經營汽車險業務的結果為個案研究。首先介紹台灣汽車險市場的現況，接著並就費率自由化的實施，探討其對台灣汽車險市場的影響，同時也針對汽車險市場經營的瓶頸加以瞭解及提出解決之道，筆者也藉此提供個人的些微建議，希望能對政府擬訂監理政策及產險同業透過汽車險業務經營策略的再思考，藉由創新商品的開發及行銷通路的多元化等多方的努力，以對開創台灣汽車險業務經營的藍海策略有所助益，是本篇論文提出的最主要目的。 / In 2005, the written premium of automobile insurance was NT$ 58.87 billion, occupied 49.67% and the majority part of the written premium of non-life insurance in Taiwan（the written premium of non-life insurance was NT$ 118.5 billion in 2005）. In the meantime, the business portfolio of automobile insurance to non-life insurance remain at 45%-50% steadily. Because the growth and decrease of business portfolio of automobile insurance will significantly influent the ranking and the cash flow of non-life insurance companies, the owners of non-life insurance companies pay highly attention on the operation of automobile insurance. In Taiwan, the source of automobile insurance can be divided into two parts: direct market approach and indirect market approach. Indirect market approach contributed 40% business income, and the automobile insurance agents contributed 30% premium income. The market share of non-life insurance business is approximately fixed. Due to the business scope of automobile insurance agents and brokers are selling the new cars, the non-life insurance companies give ultimate efforts to attract them. Moreover, we must pay attention on the fact that the automobile insurance commodities is homogeneous, the reason is affected by the tariff of regulator, therefore, under the premise that the market can’t be obviously divided, if the insurance companies still intend to raise its’business portfolio, the most rapid and efficient way is to lift up commission to match the commission requirement of automobile insurance agents, and to collocate with certain ratio of damaged car requiring and/or regular maintence. This kind of operation mode makes insurance company can cover the cost by its investing profit while economic boom, but will overload while economic depression, then causing operating crisis. The most conspicuous case is that the Polaris Securities Group sold Central Insurance Company（CIC）to AIG Group while Polaris Securities Group found the operating results of automobile insurance business in CIC was inconsistent with its anticipation. This thesis mainly discusses the operating and management strategy of automobile insurance in a competitive market, and give an example by Polaris Securities Group’s running automobile insurance business in CIC for case study. The thesis first introduces the current condition of Taiwan automobile insurance market, then probe into the influence of rate liberalization to the said market. Simultaneously, to understand the predicament of automobile insurance market and bring up the possible solution. The author provides some suggestions for government agency to draw up supervisory policy and for non-life insurance companies to set up operating strategy. By the way of innovating insurance commodities and diversifying marketing routes, the author hopes that it will helpful to jointly inaugurate the“Blue Ocean Strategy”of the operation of Taiwan automobile insurance. It’s the main goal of this thesis.