【正文】 摘 要 隨著我國GDP保持持續(xù)增長，社會保險制度的改革，我國保險行業(yè)歷經(jīng)三十年的發(fā)展，已經(jīng)形成巨大規(guī)模，與社會保障形成一個完整的社會保障體系，已經(jīng)成為國民經(jīng)濟主要的組成部分，勢必發(fā)揮越來越重要的作用。我國保險市場在從不成熟到成熟的發(fā)展過程中，整個行業(yè)大體上要經(jīng)歷從單純追求保費收入規(guī)模、到追求實際利潤、再到實現(xiàn)個性化服務(wù)的三個階段。步入21世紀，面對復(fù)雜的國內(nèi)外經(jīng)濟形勢，中國保險行業(yè)發(fā)展驅(qū)動因素的效應(yīng)逐漸減弱，進入了周期性調(diào)整階段，各項矛盾和問題逐漸顯現(xiàn)，可以說，中國壽險業(yè)已經(jīng)到了不得不進行改革的階段。內(nèi)蒙古自治區(qū)作為中國地域最遼闊、礦產(chǎn)資源豐富的西部少數(shù)民族自治區(qū)，經(jīng)濟增速保持國內(nèi)領(lǐng)先水平，卻由于自身諸多不利因素的限制，導(dǎo)致保險行業(yè)發(fā)展方面一直處于較低水平。內(nèi)蒙古壽險行業(yè)發(fā)展歷程代表了我國大部分欠發(fā)達地區(qū)的發(fā)展特點，可以說，研究內(nèi)蒙古壽險行業(yè)在轉(zhuǎn)型期的發(fā)展，對我國保險行業(yè)發(fā)展具有典型示范作用。 本文以國內(nèi)第三大壽險企業(yè)——新華人壽保險股份有限公司（以下簡稱“新華保險”）2004年在內(nèi)蒙古自治區(qū)設(shè)立的二級直管分公司為例進行分析和闡述。通過剖析新華保險內(nèi)蒙古分公司發(fā)展現(xiàn)狀，結(jié)合相關(guān)理論研究，利用SWOT分析方法，提出在當前經(jīng)濟發(fā)展形式和企業(yè)現(xiàn)狀下的壽險發(fā)展的思路和舉措，解決企業(yè)在經(jīng)營管理實踐中遇到的各種問題，本文對新華保險內(nèi)蒙古分公司的發(fā)展環(huán)境及發(fā)展條件進行分析，提出“以客戶為中心”為核心的總體發(fā)展戰(zhàn)略，及戰(zhàn)略實施的路徑。意在通過實現(xiàn)內(nèi)蒙新華發(fā)展戰(zhàn)略轉(zhuǎn)型，為中西部城市型機構(gòu)的未來壽險發(fā)展提供借鑒。關(guān)鍵詞：新華保險、內(nèi)蒙古分公司、發(fā)展戰(zhàn)略、客戶導(dǎo)向、價值成長AbstractWith the reform of China39。s GDP to maintain sustained growth, the social insurance system, China39。s insurance industry after three years of development, has bee a huge scale, and Social Security to form a plete social security system, has bee a major part of the national economy, is bound play an increasingly important 39。s insurance market, from immaturity to maturity in the development process, the industry is generally go through three stages from the simple pursuit of premium ine scale, to the pursuit of actual profits, to achieve personalized the 21st century, the face of plex domestic and international economic situation, the effects of China39。s insurance industry drivers gradually weakened into a cyclical adjustment phase, the contradictions and problems gradually, it can be said that China39。s life insurance industry has to have carry out stage of China39。s Inner Mongolia region39。s most vast, mineralrich eastern and western ethnic minority autonomous regions, economic growth remained the leading domestic level, but due to their limited number of unfavorable factors, led to the development aspects of the insurance industry has been at a low of Inner Mongolia, on behalf of the life insurance industry in most underdeveloped areas of development characteristics, we can say, the life insurance industry research and development in Inner Mongolia in the transition period, the development of China39。s insurance industry has a typical role model. .In this paper, the third largest life insurance panies China Life Insurance Co., Ltd. (hereinafter referred to as NCI) in 2004 in Inner Mongolia Autonomous Region, established two straight branches example for analysis and elaboration. By analyzing the development status NCI Inner Mongolia Branch, bining theoretical research, the use of SWOT analysis method, ideas and initiatives in the form of life insurance development economic development and current status of the enterprise, to solve various enterprise management encountered in practice problem,In this paper, the development of the environment and conditions for the development of Inner Mongolia Branch of NCI analyzed that customercentric as the core of the overall development strategy, and strategy implementation path. Inner Mongolia, Xinhua intended to achieve development through strategic transformation, life insurance for the future development of Midwest Citybased institutions to provide reference.Keywords: NCI, Inner Mongolia Branch, development strategy, customeroriented, value growth目錄第1章 引言............................................................................................................8 選題背景及研究意義.................................................................................8 國內(nèi)外研究現(xiàn)狀.........................................................................................9 研究思路及方法.......................................................................................12 研究內(nèi)容簡介...........................................................................................14第2章 新華保險內(nèi)蒙古分公司發(fā)展現(xiàn)狀評述..................................................16 新華保險簡介...........................................................................................16 新華保險內(nèi)蒙古分公司發(fā)展歷程及現(xiàn)狀...............................................19 新華保險內(nèi)蒙古分公司發(fā)展中存在問題...............................................22第3章 新華保險內(nèi)蒙古分公司發(fā)展環(huán)境分析..................................................29 宏觀環(huán)境分析...........................................................................................29 政策法律環(huán)境分析......................................................................29 經(jīng)濟環(huán)境分析..............................................................................31 社會文化環(huán)境分析......................................................................32 行業(yè)環(huán)境分析...........................................................................................33 行業(yè)基本特征分析......................................................................33 行業(yè)競爭環(huán)境分析......................................................................34 行業(yè)發(fā)展趨勢分析......................................................................36 發(fā)展機遇與威脅分析.............................................................................36第4章 新華保險內(nèi)蒙古分公司發(fā)展條件分析..................................................39 資源條件分析...........................................................................................39 產(chǎn)品開發(fā)資源分析......................................................................39 人力條件資源分析......................................................................40 企業(yè)文化條件分析......................................................................42 能力條件分析...........................................................................................44 管理能力條件分析......................................................................44 人力管理體系分析......................................................................47 服務(wù)能力條件分析......................................................................48 優(yōu)勢分析................................................