我國汽車保險於產物保險業務結構中占約百分之五十，其業務消長與品質關係著保險公司經營績效。而業績消長與品質好壞又跟行銷通路息息相關。掌握通路即掌握業務雖對，但如何選擇好的通路及經營，就牽涉到保險公司自身之定位與優勢所在。金融控股公司法於2001年6月27日經立法院三讀通過，並於同年11月1日實施，自此金融相關產業正式邁入戰國時代，各大金融控股公司相繼成立。金控業者借由自身銀行、證券、壽險、產險等行業在資源整合、交叉行銷、One-Stop Shopping、與成本管控運用下，期待能正面積極發揮綜效（Synergy）以達成效益極大化之經營模式。非金控業者為求生存發展，也紛紛與其他異業合作，或尋求其他新興行銷營運模式，形成多元行銷契機。
汽車險業務經營傳統上受車商保代之影響很大，自2005下半年起因受銀行雙卡壞帳緊縮消費金融影響下，2006年汽車經銷商新車銷售大幅衰退，直接衝擊著汽車險保費的收入，因此若依賴車商業務較重之業者將承受相同衰退命運。但若業者能經營多元行銷通路，相對的可能影響就較輕微。因此產險公司如何開拓與壽險、銀行之異業合作，以提升汽車險及其他保險業務，對本身保險業務之成長就非常重要。
本研究以個案公司經營壽險及銀行通路為對象分析，確發現產險公司若能有效發揮自身優勢，提供附加價值，積極爭取異業合作，尤其是壽險與銀行業之互利合作，藉由他們廣大之人力與據點通路，對汽車險業務之成長有很大之幫助。另外因為多元通路的經營，風險分散，也較不會因為不利事件或經濟環境不佳，而造成業務成長的瓶頸。 / Motor insurance business has played a dominant role in the Taiwanese non-life insurance industry. The written premium incomes from the motor insurance accounts for nearly 50% of the overall incomes of the domestic market. The underwriting quality of the motor insurance business is highly related to the profit result and is closely depending on the marketing channels. Therefore, the selection of appropriate marketing channels will have predominant influence in the performance of a non-life insurance company. In 2001, the financial holding regulation went into effect and all financial sectors, including banking industry, life insurance industry, non-life insurance industry, and security industry, had made efforts to integrate internal resources in order to lower operating costs, to develop cross-selling strategy, and to provide better customer service in order to achieve the synergy from financial holdings. At the same time, those financial sectors without joining financial holding group also look for new marketing strategy through strategic alliance and or innovative market channels.
The marketing channels of the motor insurance business in Taiwan are traditionally dominated by car dealers. However, since the new car sales in 2006 were seriously impacted by the irrecoverable loans or credits of the credit cards in 2005 and by the depression, decreasing almost 30% than that of previous year, of new-motor market in 2006. Nevertheless, the non-life insurance company might reduce the mentioned impacts if it can conduct multi-channels with good quality except for car dealers. Therefore, to cooperate with other industries, including life insurance and banking fields, to establish a strategic alliance will be very important for the development of the property insurance company in all aspects at present and the near future.
The model of the research is focusing on the case studies of the two channels, life insurance business and banking business, for the operation of the non-life insurance company. With the detailed analysis, we discovered that non-life insurance company can effectively increase growth of the written motor insurance premium by the approaches of developing self-advantages, providing additional values, and co-operating with the salesmen and the resources of the life insurance industry and banking industries. Furthermore, to run the multi-channels for the property insurance companies will be extremely contributive to disperse risks and will avoid the bottleneck of sales growth under the circumstances of the unfavorable events and of the recession.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0092932813 |
| Creators | 許培潤 |
| 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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