Inaug.-diss.--Rostock. / Lebenslauf. Includes bibliographical references.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1949. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves [382]-416).

Thesis (M.B.A.)--Boston University

No description available.

In this study an attempt was made to gain insight into the meaning of personality traits and how they can be arranged to build an instrument to be used for rating and selecting agents to sell life insurance.

The share of insurance market in Taiwan used to be retained solely by 8 local corporations. Since Taiwan opened its insurance market to American incorporations in 1986 and to local companies, as well as the Special Examination for Insurance Personnel for legal Insurance Auxiliary in 1992, the insurance industry in Taiwan has stepped into the era of fierce competition. By October 2007, companies registered under the Insurance Brokerage Association of Taiwan (IBAT) had reached 562. From 1997 to 2007, the share of life insurance premium had increased from 0.6% to 7.43%. However, the number of selling personnel in insurance companies has decreased over these years, while that of insurance brokers and agencies have increased. Compared to insurance corporations, insurance brokerages are limited in size, finance and resources. Consequentially, the key to maintaining compatibility is the management of selling personnel. The following are the conclusions made after three case studies of major insurance brokers in Taiwan, insightful interviews and careful analysis. 1. Compared to other channels of selling, the advantage of selling personnel is the unbending trust built through one-on-one selling. 2. The advantage of unbending trust is established upon the reinforcement of educational training for selling personnel, especially interactive training. 3. In order to encourage re-purchasing, good after-market services are necessary, which are the combined efforts of the selling personnel and the company. 4. In order to attract talent, it is essential to maintain advantages six aspects of competitive sales: ¡]1¡^Morality ¡]2¡^Capability¡]3¡^Vantage ¡]4¡^Preparedness ¡]5¡^Motivation¡]6¡^Equipment The following are the suggestions for different stakeholders. 1. For insurance brokerages: ¡]1¡^Large corporations could establish inclusive information network. ¡]2¡^Small companies could unite resources through inter network. ¡]3¡^Improvement in the management of selling personnel so as to build fine working ethics should be taken into consideration. 2. For insurance brokerage unions: ¡]1¡^Conducting analysis of selling records is encouraged. ¡]2¡^Setting up loan CRM system to member companies is suggested. 3. For associated governmental organizations: ¡]1¡^Enhance the status and professional images of insurance brokerages. ¡]2¡^Denoting that the income of selling personnel is the income of executing sales is recommended.

Thesis (PH. D)--Cornell University, 1915. / Published also as Cornell studies in history and political science no. 4, 1917. "List of authorities cited": p. 160-164.

Thesis (doctoral)--Friedrich-Alexander-Universität Erlangen-Nürnberg. / Includes bibliographical references (p. 301-332).

Published also as Thesis (Ph. D.)--Cornell University, 1915.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2001. / Includes bibliographical references.