| 摘要(英) |
In light of the worsening spread loss of the insurance industry, the government amended the insurance act in 2001 and the Unit Linked was born. Insurance companies can transfer the majority of the risks to their customers with this product to achieve positive cash flows by solving the problems of spread loss.
Employers are required each month to deposit no less than 6% of the employees’ monthly salaries to the Bureau of Labor Insurance as their superannuation according to New Labor Pension Act effective from July 1st, 2005. However, a survey showed that 76.7% of employees believe that the retirement fund will only account for less than 30% of their retirement income. As a result, between 25% to 45% of the workforce will choose to utilise the traditional insurance products or the Unit Linked as their retirement planning tools. The question is : “How should the insurance companies deal with the vast growing retirement market?”
The main objectives of this essay are to discuss two questions. Firstly, How have the business models of the insurance companies been affected since the introduction of the New Labor Pension Act and the Unit Linked. Secondly, how can a given individual insurance company establish an effective business model based on the following three criteria: (1) Create value according to the customer needs; (2) Achieve win-win solution for the customers, the employees and the company itself; and (3) Identify key resources and establish key processes.
Research has shown that Unit Linked has a positive effect on the operating profits for insurance companies. Therefore, the author proposes that Customer Value Proposition, Profit Formula, Key Resources and Key Processes, can assist the insurance companies design an effective business model based on the RFP Pilot, which took place at Transglobe Life Insurance Inc. since September in 2009, as well as on the business model by Johnson et al. (2008).
The conclusions of this essay are as follows:
1.With the vast potential of the ever increasing retirement market, Insurance companies should establish a new business model which meet the customer needs and increase company profits through various distribution channels and product designs.
2. How to design an effective business model?
(1) Identify customer needs: Solve potential conflict of interests, and meet various retirement planning needs as the population structure changes.
(2) Design a win-win profit formula for the customers, employees and the companies themselves: Emphasise both AUM(Assets under management ) and Flow when establishing the salary packages for the sales people, encourage them to treat their careers as their own business ventures and take on the long term views, and reduce their turnover rate. Moreover, provide long term investment platform for the customers to reduce investment costs and to capitalise on the benefits of the annuity, to satisfy the needs and requirements of the retirement planning. Lastly, achieve the profit targets of the company by reaching the proposed sales target.
(3) Add key resources and key processes: establish RFP Pilot, identify key resources and establish key processes via the trial operations.
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| 參考文獻 |
中文文獻
﹝1﹞ 李永全，『台灣壽險業產業結構及獲利能力與管理績效關係之研究』，保險專刊，第65輯，頁30-63，2001。
﹝2﹞ 林麗芬、楊雅琳，『壽險業資產與保險配置對資產報酬率之影響』，保險專刊，第24卷第1期，頁29-52，2008。
﹝3﹞ 張文武、林政緯，『壽險公司經營投資型保單對經營績效之影響』，保險專刊，第23卷第1期，頁17-36，2007。
﹝4﹞ 吳清讚，『投資型保險之研究』，國立台灣大學國際企業學研究所碩士論文，2002。
﹝5﹞ 許義松，『我國壽險公司經營能力分析－財務比率評價之實證研究』，逢甲大學保險學研究所碩士論文，1998。
﹝6﹞ 郝充仁、周林毅，『台灣地區人壽保險業經營績效因素之研究』，保險專刊，第19卷第1期，頁75-105，2003。
﹝7﹞ 張簡永章，『投資型保險業務與壽險公司經營績效』，保險專刊，第25卷第2期，頁197-222，2009。
﹝8﹞ 馬瑗璘，『投資型保險與BTID策略之比較－以我國變額萬能壽險為例』，國立台灣大學財務金融研究所碩士論文，2003。
﹝9﹞ 麥瑋玲，『投資型保險商品經營之研究』，國立政治大學風險管理與保險學系碩士論文，2001。
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﹝11﹞柯木興、林建成，『淺談世界銀行多層次「老年經濟保障模式」』，壽險季刊，第137 期，頁61-69，2005。
中文書目
﹝1﹞ 方博亮、林祖嘉，管理經濟學，台北：智勝出版社，2008。
﹝2﹞ 陳雲中，人壽保險的理論與實務，台北：三民書局，2003。
﹝3﹞ 劉慶庭譯，壽險業危險的真相，台北：台北保險事業發展中心，2001。
英文文獻
﹝1﹞ A. Ostenwalder, Y. Pigneur, and C.L. Tucci,『Clarifying Business Models: Origins, Present, and Future of the Concept』, Communications of AIS, Volume 15, Article, 2005.
﹝2﹞ Hamermesh et al.,『Note on Business Model Analysis for the Entrepreneur』,Harvard Business Review, Jan.2002
﹝3﹞ Hao, C. J., and L. Y. Chou,『The Estimation of Efficiency for Life Insurance Industry：The Case in Taiwan ,Journal of Asian Economics』, 16:847-860.2005.
﹝4﹞ Johnson et al., 『Reinvesting Your Business Model』, Harvard Business Review, Dec. 2008.
﹝5﹞ Huang, L. Y. T. Y. Hsiao, and G. C. Lai, 『Does Corporate Governance and Ownership Structure Influence Performance? Evidence from Taiwan Life Insurance Companies , Journal of Insurance Issues』,30(2)：123-151,2007.
﹝6﹞ Lai, G. C., and P. Limpaphayom,『Organizational Structure and Performance：Evidence from the Nonlife Insurance Industry in Japan, Journal of Risk and Insurance』,70：735-757,2003.
﹝7﹞ Mahadevan, B., 『Business Model for Internet-based e-commerce：An Anatomy』, California Management Review, Vol. 42, No 4, pp. 55-69, 2000.
﹝8﹞ Pottier, S. W., and D. W. Sommer, 『Agency Theory and Life Insurance Ownership Structure , Journal of Risk and Insurance』, 64：529-543,1997.
﹝9﹞ Shafer, S. M., et al., 『The Power of Business Models』, Business Horizons, Vol. 48(3), pp.199-207, 2005
﹝10﹞Winter, S. G. and Szulanski, G., 『Replication as Strategy』, Organization Science, Vol. 12(6), pp.730-743, 2001.
英文書目
﹝1﹞ Hill, C. W. L., and Jones, G. R., Strategic management theory：An integrated approach, Houghton Mifflin, 2004.
相關期刊
﹝1﹞退休基金年刊，『勞退新制下勞工自行選擇投資標的可行性意向調查結果報告』，台北：中華民國退休基金協會，2008。
相關網站
﹝1﹞www.lia-roc.org.tw 中華民國人壽保險商業同業公會
﹝2﹞www.tii.org.tw 財團法人保險事業發展中心
﹝3﹞www.transglobe.com.tw 全球人壽
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