dc.description.abstract | The research work presented includes two key categories; (a) To analyze and to investigate into the value management of Nansan life insurance business over the past 40 years. (b) In case that Nansan faces dramatic change due to the external life insurance environment, how will Nansan readjust its immediate steps of management policy in order to protect and to continue extending its basic interest?
Since Nansan is one of the very successful enterprises, this research will take it as an example for further analysis. After examining the company strategic direction through Michael Porter’s five-point theory and general SWOT analysis technique, “Balance Score Card” will be used as a guideline tooling to investigate into Nansan life insurance management policy. Finally, the whole strategy management system of Nansan now and before and even in the future will be described on a strategic map.
It has been found that the management strategy of Nansan life insurance company over the past 40 years can be described in three-step approaches.
The first step approach was to make a dramatic change in the human resource aspect. In order to attract high quality and professional people to join the company, Nansan applied “human resource differential strategy” which broke the custom and old saying that “ Everyone can work for life insurance business” in the long-standing Taiwan life insurance business circles. Nansan had then successfully built up a self-growth and self-learning organization culture in the company.
The second step approach emphasized particularly on the customer service aspect. The “satisfaction of customer” became the most essential vision and valued point of view in the company. The company persistently sought to provide customers the superior customer service and the most sound guarantee policy of ‘promise to pay’ to the customers.
The third step approach was continually to accomplish developing company‘s internal operating processes. Nansan had created a highly efficiency, flexible and expandable information exchange environment. It had established a very well organized and systematic operating process. It also proceeded to upgrade the system to a fully electronic information exchange environment. In order to provide more efficient and best quality customer services, Nansan had decisively promoted itself to technological Nansan by introducing into the company the applications of current scientific and modernized technologies. The balanced developing policy and management had brought forth the net profits after tax 10.2 billions in the year 2003 which is nearly double the investment capital amount. This had pushed the company become one of the best life insurance companies in Taiwan.
In addition, facing the dramatic environmental change of Taiwan life insurance environment and the increasing pressure of marketing competition, Nansan, based on the existing company resources, has planned various strategies for the human resource, the marketing net routes, the customer service, the enterprise management and the new products etc. to meet the urgent needs of the instant marketing change. Consolidating knowledge database, promoting e-learning and sharing of knowledge database, emphasizing the management of virtual property and accumulating intellectual properties become a key necessity of company’s valued management. Hence, with continuous innovation, accumulated intellectual resource, and harmonized focusing under the “Strategy Core Organization Board”, the company will step forward again for continually prospering business based on the successful management elements of the past 40 years. | en_US |