壽險業在歷經二次的金融變革，一是由於政策開放使得經營更加自由化、國際化；一是由於法制變革開啟了金融業的整合時代。未來將面臨金控的競爭、更多金融機構的整合、更多金融商品的結合與創新、營運績效的提升、策略聯盟的建構、資訊技術的應用等更多的挑戰，使得壽險業在競争激烈的環境中，亟思運用IT科技進行流程再造，來創造新的差異化優勢。
本文研究以實務的角度，分析一個以永續經營為目標的壽險公司，如何運用IT技術進行流程再造，達到提昇客戶服務及降低公司成本的目標。同時讓壽險業瞭解流程再造後的發展影響與幫助，並從實際個案的探討規劃流程再造的策略藍圖，提出個案公司流程再造的過程，包括原有作業所遭遇的瓶頸、流程再造的方式與新增功能，及流程再造後效益的呈現等。
個案公司進行流程再造的範圍在壽險行政與客戶服務作業，先以通過標準認證的「壽險行政與客戶服務作業流程」做基礎，主要是運用IT科技做為流程再造的工具，進行以下各項流程再造：
一、架設旅行險B2B及B2C、機場櫃檯B2B、團險B2B、學保B2B、銀行ATM連
線B2C網際網路作業平台，使用電子流程提高生產力及節省行政成
本。
二、建置客戶關係管理系統，強化客戶服務所需資料分析與管理資訊。達
成提昇客戶滿意度及客戶關係管理目標。
三、建置「影像處理與自動發單作業」系統，以壽險檔案電子化替代傳統
實體檔案。
流程再造的成功與否？全賴效益的呈現。效益的衡量需建立策略性績效評估制度，策略性績效評估制度為包括財務(定量)指標及非財務 (定性)指標，可以從財務、顧客、流程及創新四大構面來衡量，並訂定衡量績效指標。而個案公司流程再造的成功關鍵，主要在於企業文化的樹立與決策高層的支持，以及再造團隊的堅持與決心。
流程再造也是企業的「藍海策略」，在金融服務業的創新過程中，如何讓消費者（客戶）得到最大價值，讓客戶得到超出預期的差異化服務，這就是服務創新，亦是服務的流程再造。而運用IT科技進行流程再造，是達成目標最快最有效率的捷徑。 / Abstract
The life insurance industry has been through two times of financial revolutions and move towards liberalization and internationalization. Besides, changes in regulation brings in financial integration and financial institutions now face challenges from financial holding companies, mergers and acquisitions, and product innovation, cross selling, and so on. In the matter described, the life insurance industry urgently uses the IT technology to exercise business process reengineering（BPR）to create the new niche.
This paper, in a case-study view, discusses how the life insurance company can use BPR to promote customer service and reduce the company cost under the intensive financial competition environment. It will also help the life insurance industry understand the effects of BPR, discusses the strategy of BPR. The paper will describes how a life insurance company in Taiwan implement BPR including the difficulties met in the beginning, the new functions, and the benefits after implementing BPR.
The studied company applies BPR to the life insurance administration function and the customer service function. The BPR is based on the standard authentication of these two functions and then mainly makes the IT technology to set up the Internet work platform. It works in B2B and B2C of the traveling insurance, B2B of counter checking in the airport, the group insurance , the students’ group insurance, and the bank’s ATM. In this way, it enhances the productivity, saves the administrative cost, and achieves the customer relations management （CRM）goal.
How do we know whether BPR work or not? We have to do cost-benefit analysis. The evaluation must establish the strategy achievements appraisal system which includes the finance (quantitative) index and the non- finance (qualitative) index. There are four aspects to measure: finance, customer, process, and innovation. The studied company’s success lies in the enterprise culture and manager’s support.
BPR, which is implemented with IT technology to create core competition, also is the blue ocean of the enterprise. The innovation in the financial services industry is how to let the consumer (customer) obtain the greatest value. Employing IT technology to implement BPR is the way to go.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0092932816 |
| Creators | 李進發 |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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