73頁
摘要
太平人壽復(fù)業(yè)經(jīng)營(yíng)雖晚，但發(fā)展極為迅速，己成為中國(guó)壽險(xiǎn)市場(chǎng)中增長(zhǎng)最
快的保險(xiǎn)公司。其成功的關(guān)鍵在于太平人壽根據(jù)內(nèi)外部環(huán)境選擇了合適的成長(zhǎng)
戰(zhàn)略，不斷培育自身獨(dú)特的核心競(jìng)爭(zhēng)能力。本文運(yùn)用經(jīng)濟(jì)學(xué)和戰(zhàn)略管理的相關(guān)
理論，從實(shí)證研究的角度，對(duì)太平人壽的戰(zhàn)略和核心競(jìng)爭(zhēng)力進(jìn)行較系統(tǒng)的研究
和剖析，從中得出一些對(duì)中小企業(yè)具有借鑒意義的啟示。本文的創(chuàng)新點(diǎn)主要有:
(l)采用改進(jìn)的波特六種力量分析模型，進(jìn)行產(chǎn)業(yè)環(huán)境分析;(2)在戰(zhàn)略和
核心競(jìng)爭(zhēng)力分析中，引進(jìn)了全新的資源杠桿理論。全文共分四部分。
第一部分:太平人壽簡(jiǎn)介。介紹了太平的歷史、現(xiàn)狀、股權(quán)構(gòu)成以及復(fù)業(yè)
經(jīng)營(yíng)不到一年的經(jīng)營(yíng)業(yè)績(jī)。
第二部分:太平人壽發(fā)展戰(zhàn)略的選擇。首先，建立了PEST模型，對(duì)外部
經(jīng)濟(jì)環(huán)境、政治法律環(huán)境和文化環(huán)境以及壽險(xiǎn)業(yè)的發(fā)展趨勢(shì)進(jìn)行了實(shí)證研究。
隨后，運(yùn)用邁克爾.波特的競(jìng)爭(zhēng)理論，對(duì)太平人壽的產(chǎn)業(yè)環(huán)境進(jìn)行了分析，并運(yùn)
用赫弗因德指數(shù)分析了壽險(xiǎn)業(yè)的市場(chǎng)結(jié)構(gòu)，在此基礎(chǔ)上，依據(jù)SwOT模型和
GE矩陣模型，闡述太平人壽實(shí)行成長(zhǎng)型戰(zhàn)略和差異化戰(zhàn)略的必然性。
第三部分:提升太平人壽戰(zhàn)略實(shí)施中的核心競(jìng)爭(zhēng)力。這部分以企業(yè)資源基
礎(chǔ)理論、企業(yè)能力理論和資源杠桿戰(zhàn)略理論為框架，探討太平人壽核心競(jìng)爭(zhēng)力
的來源和創(chuàng)造消費(fèi)者剩余的途徑。太平人壽的核心競(jìng)爭(zhēng)力的組成要素有二:合
作和創(chuàng)新，其培育途徑有:合作、整合、專注、積累、創(chuàng)新、平衡和企業(yè)文化。
第四部分:太平人壽戰(zhàn)略實(shí)施中應(yīng)注意的問題。筆者在認(rèn)真分析太平人壽
成功經(jīng)驗(yàn)時(shí)，注意到一些亞待解決的四個(gè)問題，這對(duì)保持該公司的動(dòng)態(tài)競(jìng)爭(zhēng)優(yōu)
勢(shì)，具有至關(guān)重要的作用。
關(guān)鍵詞:發(fā)展戰(zhàn)略核心競(jìng)爭(zhēng)力太平人壽
一一︸口前
第一部分太平人壽簡(jiǎn)介····································
1.1歷史沿革···················，································
1.2公司的經(jīng)營(yíng)現(xiàn)狀···········································
1.2.1公司的目標(biāo)···············································
1.2.2公司的經(jīng)營(yíng)理念·····，·················，·················
1.2.3公司的組織架構(gòu)·········································
1.2.4人員結(jié)構(gòu)·································，················
1，2.5核心產(chǎn)品與技術(shù)·········································
1.3股權(quán)構(gòu)成和股東簡(jiǎn)介·····································
1.3.1股權(quán)構(gòu)成··················································
1.3.2股東簡(jiǎn)介··················································
1.4太平人壽復(fù)業(yè)后的經(jīng)營(yíng)業(yè)績(jī)····························
1.4.1太平的復(fù)業(yè)籌備·········································
1.4.2太平人壽組織機(jī)構(gòu)發(fā)展構(gòu)架···························
1.4.3太平人壽復(fù)業(yè)經(jīng)營(yíng)后的業(yè)績(jī)··························
第二部分太平人壽發(fā)展戰(zhàn)略的選擇·····················
2.]復(fù)業(yè)經(jīng)營(yíng)的背景實(shí)證分析·······························
2.1.1建立PEST分析模型···································
2.1.2政治法律環(huán)境分析····································
2.1.3社會(huì)文化環(huán)境的實(shí)證分析·····························
2.1.4經(jīng)濟(jì)環(huán)境的實(shí)證分析···································
2.2壽險(xiǎn)業(yè)的產(chǎn)業(yè)環(huán)境分析··································
2.2.1改進(jìn)的波特六種力量分析模型·······················
2.22潛在進(jìn)人者···············································
2.2.3現(xiàn)有企業(yè)之間的競(jìng)爭(zhēng)···································
2.2.4替代品·····················································
2.2.5消費(fèi)者合供應(yīng)商的力量···，····························
2.2.6利益相關(guān)者的影響·····································
2.2.7結(jié)論························································
2.2.8壽險(xiǎn)業(yè)的市場(chǎng)結(jié)構(gòu)······································
2.3中國(guó)壽險(xiǎn)業(yè)一巨大的潛力·················，·············
2.3.1中國(guó)經(jīng)濟(jì)穩(wěn)定高速發(fā)展態(tài)勢(shì)··························
2.3.2中國(guó)壽險(xiǎn)業(yè)的巨大增長(zhǎng)空間給太平的吸引力·····
2.4太平人壽的發(fā)展戰(zhàn)略分析模型·························
2.4.1SWOT分析模型··········································
2.4.2GE矩陣分析模型········································-..