面對21世紀與過去經濟型態具有本質上差異的新經濟的衝擊，我國壽險產業由原本的封閉時期，到市場完全被打開，又到今年我國加入WTO後，經濟環境條件變得更複雜，全球購併風四起，金融保險業界限越來越模糊，造成更多潛在競爭者蠢蠢欲動想要進入我國壽險市場。由於我國保險市場長久呈現寡佔局面，新設的保險公司是否還有機會可以在這塊大餅迅速竄起以佔一席之地？
本研究嘗試從壽險業的公開資料及個案訪談中，希望可以將國內壽險公司，包含本土公司及外商公司進行分析研究，之後希望可以分類出不同經濟環境下，組織應該採取何種業務成長分殖模式，可以有效地保證組織持續不斷成長及分殖。
本研究主要針對我國壽險業務不同時期不同組織模式進行分析。
本研究第一部份將經由分析過去成功的壽險公司成長歷程，去探討組織成長各種可能的模式。
第二部分將利用市場數值來實際評估各階段，在不同的環境條件下，不同的組織模式的適用程度。
第三部分預測新經濟環境下，避免企業越大越僵化且能應付動態多變環境之較佳組織模式。
本研究整理發現主要兩大點結果，其中一點是認為組織的最佳模式會依環境而改變，另一點是認為一個與過去本質上具有差異的新經濟環境下，最適合的組織分殖模式是細胞型組織。
本研究指出，隨著經濟環境條件不同，組織模式設計也不同。而組織模式必須與環境相配合才可以創造高成長率。其中封閉市場環境下，適合集中管理式的組織模式設計。而開放市場環境下，則較適合內部創業的組織模式設計。若在複雜競爭環境下，則較適合細胞型的組織模式設計。
另外，透過觀察四個個案發現在開放競爭環境中，壽險業務制度設計為內部創業制度可以維持長期的成長。而且如果壽險公司業務制度設計採內部創業制度，還可以達到高保單的繼續率。另外，越符合成員擁有權的組織模式，人員定著率越高也符合一般的認知。
值得一提的是，內部發展採細胞組織的業務制度設計有助於外部發展之購併策略的成功。事實上，細胞組織確實較有助於組織分殖動作，進行新市場的開發。
由前述內容可以發現，細胞組織由於符合創業精神，因此鼓勵員工進行內部創業，不僅在組織內部進行快速的複製及分裂動作，且因為符合成員擁有權的觀念，可以讓員工有自己當老闆的心態，進而同時可以維持高品質的保單。再者因為細胞組織具有組織自我成長的動力，因此組織除了會自行進行複製之外，在新地區的開發上，也可以搭配購併策略收綜效之益；在新市場開發上，由於組織具有自我成長的能力，可以透過細胞母體（總公司）傳達理念進行分殖，發展專屬核心技能後可以拓展新市場，較競爭者更快速取得競爭優勢。因此本研究認為新經濟環境下，壽險業務制度最佳組織分殖模式為細胞組織。 / Facing on the impact of the new economy which is different from the previous one in the essence phase, Taiwan life insurance industry had change from the original oligopoly market to the completely competition one. After Taiwan joining the WTO, the former financing and insurance market boundary will blur into an unrecognized style. Under this condition of that competitors getting more and more in this market, the new setup insurance company will face a great challenge of succeeding in Taiwan life insurance market.
The main object of this study is trying to analysis the organization model in the different economy stage through the manager interviewing and secondary data comparing in the open market. After the necessary data collecting, case study will provide a suitable model of predicting what is better organization form in the 21century economy environment.
The first part of this research is finding every possible model of organization growth through analyzing the leading companies history. The second part is evaluating each stage of economy environment by studying the market data to see the level of adaptable between organization form and environment term. The 3 growth strategy which can help organization grow up steadily is scaling, duplication, and granulation.
Scaling means do more of what you are good at, duplicating means repeat the business model in new region, and granulating is growing the selected business cell.
General economy stage can be divided in to standard stage, customlized stage, and innovation stage. With the different stage, there were different primary commercial systems working.
The last part is predicting the better organization form, which can meet the criteria of the difficult dynamic environment.
There are 2 main results after survey shown above. One conclusion is the best organization form will change with environment variation by time. Another is that in the new economy environment, which is different from the past, the best organizational granulating model is cellular form.
With the different organization condition, there should be matching with different organizational design. If and only if the organization form is suited with the environment, the organization will represent the higher growth rate.
In the environment of oligopoly market, the concentrated organization is the better design. But in the open market, the organization design with developing the entrepreneurship within the organization is the better. The cellular form is the better organization design in the complex competition environment.
After observing the 4 cases, there are several results that can be found. First, if the life insurance sales system design was set up with developing the entrepreneurship, it will keep a steady growth rate, and higher contract-continuing rate. The organization form with high member ownership shows lower turn over rate.
At the same time, the sales system with cellular form will help the success of growth strategy. Cellular form can really help the granulating of the organization and the exploiting of new market.
Cellular form meets the entrepreneurship organization design criteria implies the fast duplicating and spinning off within the organization. Cellular form meets the concepts of member ownership implies the high contract quality.
Cellular form has the power of self-growth, which implies the cell can do the granulation through the way of spreading the ideal of the parent company.
After the cell having developed their exclusive core-competence, a new chance of new market exploiting will be formed, so that the organization can get the competition advantage than its competitor.
Company may learn the sales system from other company, but the result may different. The root cause is that their final system always different although they learn it from the same source. There is only one form is most suitable in a new economy and the form changes with time and economy style.
In conclusion, the best granulation model of life insurance sales system is cellular form in the new economy environment.
There was still one suggestion can be made. The new entrance competitor should achieve the economy of scale in the shortest time.
The following research can consider about the idea of what’s the effect of cellular form in other industry, what’s the influence of other growth strategy on organization growing, and what’s the impact on the organization growing if the sales system unstable.
| Identifer | oai:union.ndltd.org:CHENGCHI/A2002002174 |
| Creators | 羅志宏, Lo, Jason |
| 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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