摘要(英) |
Along with economic environment change and financial policy deregulation, Life Insurance industry in Taiwan has become a perfect competition market. After legislating Financial Holding Company Act in 2001 and participating World Trade Organization (WTO) in 2002, the market of Life Insurance industry becomes more and more deregulated and globalized. Therefore, the pressure of competition that Life Insurance company is facing is not no longer restricted to the same companies. For example, the development of bancassurance channel deeply influences the rank of market share; the impact of low interest rate challenges business efficiency of Life Insurance company. Thus, a Life Insurance company would have to possess key competitive advantage so that it can be leader in this highly intensive environment.
The relevant researches of “The competitiveness of Life Insurance Industry” are rarely, and still focus on financial index. Due to Life Insurance Industry is a sub-industry of the Service, customer is all that matters. It can be profoundly helpful for a company to construct its competitive advantage, as long as it controls the feeling of customers. This research uses Analysis of Characteristics to identify target customers’ main characteristics, secondary characteristics and additional characteristic, combine with the feedback of customer to help us to understand the essence of competitive advantage, and try to figure out that if different kinds of Life Insurance company keeps different competitive advantage and strategy.(For example, life insurance company under financial holding company and non-financial holdings company.)
At the same time, this research uses the importance and satisfaction of consumers’ characteristics to analyze the scale of competitive advantages (ex, excessively or averagely above/below competitive advantage) of target companies as reference points for resource allocation. After all,if case company wants to sustain competitive advantage, they need to manipulate management skills such as increase customers’ product benefit and decrease operation cost to expand their economic value. Finally, this research expects to provide life insurance entrepreneurs a different thought through customer’s perspective –not only concentrate on the market share of first year premium, but also the customer’s experience and services we provide to enhance the customer’s positive feeling, and create the competitive advantage of the company.
|
參考文獻 |
中文部份
1. 江佩珊,「台灣地區人壽保險業市場結構、行為與績效之研究」,朝陽科技大學財務金融系所,碩士論文,2001 。
2. 李佳純,「以資源基礎理論探討持久競爭優勢形成之因素-以ePaper 電子報聯盟為例」,傳播與管理研究,1(1),93-120頁,2001。
3. 吳思華,「策略九說―總論:策略管理的內涵」,世界經理文摘,85頁,1993。
4. 吳清讚,「投資型保險之研究」,台灣大學國際企業學研究所,碩士論文,2002。
5. 呂家彥,「台灣地區壽險市場規模經濟之研究」,淡江大學金融研究所,碩士論文,1993。
6. 林晉寬,「從資源基礎理論探討資源特性與成長策略之關係」,國立政治大學企業管理研究所,博士論文,1995。
7. 保險事業發展中心之保險資料庫壽險財業務統計,取自http://www.tii.org.tw/fcontent/database/sta_test2/genrep_chk.asp
8. 南山人壽財務報告書,證券交易所公開資訊觀測站,取自http://newmops.tse.com.tw
9. 富邦人壽財務報告書,證券交易所公開資訊觀測站,取自http://newmops.tse.com.tw
10. 張遠賓,「台灣地區人壽保險業成本結構實證分析」,中央大學產業經濟研究所,碩士論文,1987。
11. 莊武仁、黃秀玲,「台灣壽險規模經濟和多元經濟之研究」,國科會專題研究計畫,1995。
12. 彭禎伶,「去年利差損450億 壽險業年化報酬率1.98%」,工商時報,2009年3月21日,取自http://tw.money.yahoo.com/news_article/adbf/d_a_090321_3_1elbl
13. 廖學茂,「金控與非金控體系人壽保險公司業務員通路經營績效之研究」,政治大學經營管理碩士學程全球台商班,碩士論文,2007。
14. 滕曉雲,上課講義,中央大學,2010。
15. 吳錦錩,「建構企業持續性競爭優勢-以台灣資訊科技公司為例」,東吳經濟學報,53,95-134頁,1996。
16. 「壽險季刊」,142期。
17. 蔡馥陞,Jay Barey、William Hesterly原著,策略管理與競爭優勢,台灣培生教育,台北市,2008。
18. 鄭信德,「兩性平權趨勢下女性經濟勢力崛起」,行政院經濟建設委員會,2010年2月8日,取自http://www.cepd.gov.tw/m1.aspx?sNo=0013091。
19. 謝明炎,「臺灣染料化工產業競爭優勢個案分析-以遠東精密化學股份有限公司為例」,中央大學碩士論文,2010。
英文部份
1. Aaker, D. A.,” Strategic market management”, 1st ed, New York: John Willy, 1984.
2. Ansoff, H., “Implanting strategic management”, Englewood Cliffs, New Jersey, Prentice-hill, 1985.
3. Barney, J. B., “Firm Resources and Sustained Competitive Advantage”, Journal of Management, Vol. 17, No. 1: pp.99-120, 1991.
4. Collis, David J. and Cynthia A. Montgomery, ”Competing on resource strategy in the 1990’s”, Harvard business Review, July(Aug): pp.118-128, 1995.
5. Grant, R. M., “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation”, California Management Review, Vol. 33, No. 3, pp.114-135, 1991.
6. Hamel, G. & Prahalad, K. C., “Competing for the future”, Boston, MA:Harvard Business School Press., 1994.
7. Hill, C. W. and Jones, G. R., “Strategy Management Theory – an Integrated Approach”, 3rd ed., Boston: Houghton Mifflin, 1995.
8. Hunt, S. D. and Morgan, R. M. “The Resource-Advantage Theory of Competition: Dynamics, Path Dependencies, and Evolutionary Dimensions”, Journal of Marketing, Vol. 60, No. 4, pp.107-114, 1996.
9. Long, C. & Vickers-Koch, M., “Using core capabilities to create competitive advantage”, Organizational Dynamics, Vol. 24, No.1, pp.7-21, 1995.
10. Michael j. Silverstein and Kate Sayre, ”The Female Economy”, Harvard Business Review, 2009.
11. Penrose, E. T., “The Theory of the Growth of the Firm.” Basil Blackwl, London, 1959.
12. Porter, M. E., “Competitive Strategy - Techniques for Analyzing Industries and Competitors”, New York: Free Press, 1980.
13. Porter, M.E., “Competitive advantage: creating and sustaining superior performance”, New York: Free Press, 1985.
14. Prahalad, C. K., & Hamel, G., “The core competence of the corporation”, Harvard Business Review, 68(May-June): pp.79-91, 1990.
15. Stalk, George, Philip Evans, and Lawerence E. Shulman, “Competing on Capabilities: The New Rules of Corporate Strategy”, Harvard Business Review, vol. 70, pp.57-69, 1992.
16. Wernerfelt, B., “A Resource-Based View of the Firm.” Strategic Management Journal, vol. 5, pp.171-180, 1984.
|