For property insurance companies, auto insurance is a kind of "eating insurance", and the premium accounts for a high proportion. With the business development of property insurance companies, the homogenization competition of auto insurance products is becoming more and more fierce, which leads to the decline of the overall profitability of the company. How to realize the synchronous development of auto insurance and non-auto insurance without paying attention to one thing, the development of non-auto insurance and the construction of profitability are in front of managers at all levels of property insurance companies. Facing the increasing insurance demand, non-auto insurance business has a broad development space, which requires a solid foundation and a good non-auto insurance team. Non-auto insurance team is the basic unit for property insurance companies to provide insurance products and services, providing customers with comprehensive risk solutions; We should take "value creation" as the core, and make it a risk management consultant for customers and a risk management expert in the industry.
I. Non-auto insurance and non-auto insurance teams
(A) the boundary division and positioning of non-auto insurance
Generally speaking, at present, property insurance companies in the industry divide their business into auto insurance and non-auto insurance. Auto insurance business mainly includes vehicle insurance and additional risks related to vehicles. Non-auto insurance business is divided into two categories. The first category is traditional non-auto insurance and emerging non-auto insurance. Traditional non-auto insurance refers to traditional non-auto insurance such as property insurance, engineering insurance, ship insurance and freight insurance. Emerging non-auto insurance refers to emerging non-auto insurance such as credit and security developed by property insurance companies according to the growing market demand with the development of national economy. The second type is divided into non-auto insurance in a broad sense and non-auto insurance in a narrow sense. Non-auto insurance in a broad sense means that all types of insurance except auto insurance are classified as non-auto insurance; Non-auto insurance in a narrow sense means that auto insurance business and policy insurance business (such as policy agricultural insurance and social security business) are accounted for separately and are not included in non-auto insurance. The non-auto insurance mentioned in this article only refers to the non-auto insurance in a narrow sense.
(2) Non-auto insurance team
Because non-auto insurance faces customers from all walks of life, different channels and different customers lead to diversified demand. This requires property insurance companies to establish non-auto insurance teams to expand non-auto insurance business for group customers and individual customers. First, the team is positioned as a risk management consultant and risk management expert; Second, the team can rely on professional skills and have the ability to foresee risks and give risk solutions and emergency plans in advance; Third, the non-auto insurance teams of business units at all levels of property insurance companies should reflect the risk preferences of the teams, have their own characteristics and expertise, and be rationally laid out.
(III) Classification and functions of non-auto insurance teams
Non-auto insurance teams are classified into market-oriented marketing teams. It is divided into comprehensive market multi-insurance expansion marketing team and single insurance market expansion marketing team. Non-auto insurance teams should first be able to effectively understand customer needs, connect with customer channels, improve non-auto insurance production capacity, and then change business models, innovate services, and improve risk management level. The other is the risk management team or underwriting team facing risks. This kind of non-auto insurance team is mostly in the background. Through the understanding and judgment of products, risks and channels, under the premise of determining the basic considerations of risks and costs, organize sales promotion and form support for sales.
Second, the configuration and requirements of non-auto insurance team members
Non-auto insurance business involves a wide range of industries, requires a wide range of knowledge, has a long exhibition cycle and a low success rate. This requires certain requirements for employees of non-auto insurance teams. Choose non-auto insurance team members, love non-auto insurance business and have a strong thirst for knowledge. It is necessary to give consideration to both generalists and majors, and the personnel should have professional configuration.
(1) Positioning, specialty construction and channel characteristics of non-car teams.
Non-auto insurance teams must first find their own foundation and differentiated value, which is the guarantee of the team. Facing the whole economic situation and the growing market demand, we should integrate resources according to the market and allocate resources around opportunities. The only way for property insurance companies to develop non-auto insurance is to differentiate their operations and subdivide their customers' needs. Non-auto insurance business covers everything. The team should have its own professional characteristics, strengthen channel construction, and find the main channels to adapt to the development of the team in combination with the local market and the actual situation of the company. First, different channels should have different professional designs and coping modes. Second, different channels have different performance-driven models. All professional construction should focus on the expansion of channel business to achieve the purpose of efficient operation of channel business.
(2) Non-auto insurance team leaders who meet the channel.
Team leader is an effective leader who has the ability to lead, manage and guide team members. He mainly does well in three aspects. First, he is really the leader of collaborative management. Can constantly grasp and examine the dynamics of the team, whether it really serves the business and customers, rather than caring about whether it is correct. Let the team members be healthy, have experienced hardships and have stable and unified values. The second is to adhere to professional actions and build a good team channel. For a non-car team, it is not necessary to have all channels, and two or three main channels are determined in combination with the local market and the company's reality. Different channels have different performance-driven models, which means that different channels have different professional actions. This driving mode or professional action is the core algorithm of this channel. The third is to become an expert in channel management. We should really go deep into the operation of these channels, find out the core problems of channel operation, deeply analyze the causes of the problems, and put forward solutions to the problems, so that the channels can operate efficiently.
(3) Basic requirements of team members
Basic quality requirements: first, a systematic understanding of insurance theory and product system, including insurance theory, types, main insurance clauses, additional insurance clauses and exclusions; Second, we must have a sense of risk management; Third, you can put forward a risk management plan and issue an insurance plan according to the needs of customers; Fourth, the calculation of premium is in line with the risk management cost that customers can bear in the course of operation.
Awareness of market expansion: first, be good at discovering the objective needs and potential needs of customers; The second is to expand potential customers through existing customers; Third, be good at combining products to meet different insurance needs; The fourth is the ability to expand channels and understand direct sales and intermediary channels.
Communication and service ability: have strong communication ability, understand customer needs and provide services through timely communication; With strong knowledge, it is not required to "know astronomy above and geography below", but it is also necessary to handle the hot and difficult issues in today's society and have a general understanding of economy, law, art, sports, literature and history.
Frustration tolerance: refers to the individual's ability to tolerate setbacks, protect mental health and maintain normal social life. People with high frustration tolerance can face up to the market reality, solve the difficulties and inner conflicts in business development in a positive way, adapt to the changing social environment and maintain psychological balance. The level of frustration tolerance is influenced by personal characteristics and external environmental factors.
(four) professional configuration, echelon structure, age and gender structure.
Professional configuration: First of all, professional complementarity, such as product liability insurance team, is composed of people with insurance, English and legal backgrounds; Secondly, develop distinctive and targeted professional features or channel features.
Echelon structure, age and gender structure: in order to achieve the goal of long-term sustainable development, team members should have echelon requirements, which can be the "passing, helping and bringing" mechanism of the old, middle-aged and young mentoring system, adhering to the purpose of "teaching apprentices to starve to death" and constantly innovating; It can also be different personalities and different gender configurations, which complement each other.
Third, the training of non-auto insurance team members.
Property insurance companies should systematically consider and plan the construction of non-auto insurance teams from the perspective of the company's life and death. They should not only pay attention to the training of team routines, but also have practical training, so as to form an organic combination of the two and finally improve their market expansion ability.
Training courses. Theory and practice must be combined.
There are tight and loose teams in organizational form, which need to be solidified regularly; Regular action training is the main task. The improvement of the overall ability of the team is not to solve the problem of whether each member has customer resources, but to solve the problem of improving the overall ability. Team members should first be qualified sales personnel, who have sufficient knowledge of the company, products, policies and sales; Learn national laws and regulations, company policies, product knowledge, learning terms and operating practices. By learning to find business opportunities, we really realize that we can do more than just auto insurance. There are many opportunities and spaces in the market that are not covered by insurance.
(B) the choice of trainers
The trainer to be selected allows team members to introduce and explain the policy terms and responsibilities in the language of the staff, simple marketing skills and language that customers can understand.
(3) Project training and practical actions.
Let the players work in the school and study in the middle school; A tender, a project and a compensation case; Review judgment in time; Professional and technical ability, practical ability, such as understanding the bidding procedure through every bidding, must have strong writing ability.
(4) Complete and equip relevant exhibition tools.
For example, for different publicity targets, there are different versions of publicity materials, such as government version, policy version, product version, customer version, practical version and so on.
Four, non-auto insurance team management and assessment should pay attention to six issues.
(1) clearly aims at team culture and career planning.
The first is the cultivation of team culture and team spirit. We should learn from each other and improve together. "Three people must have a teacher." Do not blame and complain to each other; We should make up each other's seats and positions. The second is career planning. To avoid the pure survival of the fittest, we should stand on the same development platform, develop together and grasp the balance. The third is to build a "learning organization".
(b) Make team members experts in risk management.
Let the team members know the market dynamics, master the technology, and improve their horizons and knowledge. "There are no untenable goals, only unaffordable prices." First, the ability to think independently, understand the latest market trends, see the essence through phenomena, and see the clouds. Second, the ability of the market to find business opportunities, from small to large, from single insurance to multi-insurance, to find the potential uninspired insurance needs of customers; The third is the ability to judge and quantify market risks; Judgment of underwriting ability, calculation of maximum possible loss, direct insurance and reinsurance, * * * insurance and co-insurance, etc. Fourth, communication skills, three points of professionalism and seven points of communication and acquisition. Fifth, logical reasoning and language expression ability. The sixth is the ability to convert opportunity cost into fixed cost. From the simple cost of providing customers with a single insurance, it is divided into fixed risk cost of products and fixed risk cost units of stages.
(C) Non-auto insurance teams pay attention to collaborative management and form a joint force.
The behavior of collaborative management can be done from two angles. One is to have the characteristics of effective collaborative managers, and the other is to cultivate the behavior of effective collaborative managers. The first course of action. Collaboration needs trust, and real trust comes from the actions of managers. Second, focus on results. Members inside and outside the organization are willing to cooperate with managers because they can achieve results, so managers must help each member achieve results. Third, be willing to listen. Knowing how to listen can help managers get effective advice from outside. Fourth, strive for growth. Especially in adversity and crisis, the growth-oriented thinking determines whether the organization can continue to grow. Fifth, we should know how to appreciate. Managers who know how to appreciate culture have the ability to understand, appreciate and trust employees, and employees are willing to cooperate with you.
In human nature, the most ardent requirement is to be affirmed. Managers have less habit of finding fault and more habit of appreciating, forming an effective joint force. "Grey management" is a management skill that Huawei's top managers must master. Ren believes that "openness and compromise" is the essence of gray Huawei culture. Grey management is to coordinate all kinds of contradictions, tolerate all kinds of contradictions, and coordinate innovation and results in all kinds of contradictions. Its core is to advocate tolerance and coordinate conflicts.
(d) The evaluation of non-auto insurance teams should be guided by ability priority.
The assessment mechanism of non-auto insurance teams should be improved and systematized, the management system should be continuously optimized, the management level should be improved, and the entry and exit rules of non-auto insurance teams should be formulated to improve the starting point and foothold of non-auto insurance production capacity and determine the protection period of grounded team members.
First, improve efficiency and give priority to capacity reduction; Set long-term and medium-term goals of team ability and per capita ability. The goal is not to be ambitious, but to make team members feel a sense of accomplishment through hard work.
The second is effective incentives. It is necessary to formulate feasible reward schemes and create a positive and interactive team atmosphere.
The third is to formulate an effective and reasonable protection period. Can't hurt employees' hearts; For the members who initially join the non-auto insurance team, they should be given a guarantee period and formulate corresponding guarantee policies to ensure that their income is not lower than the local general level in a certain period of time.
Fourth, effectively increase the number of employees and eliminate the fittest, and increase the number of employees to the right candidates according to the characteristics of channels; Formulate entry and exit rules for non-auto insurance teams.
(V) Building the profitability of non-auto insurance teams
Non-auto insurance teams should always grasp the string of profitability construction while expanding their business. We must have a clear risk judgment for each business and grasp the consideration of risk and premium cost.
First of all, according to the judgment of the attributes of operating results, the business is divided into four categories: profit, meager profit, capital preservation and loss. A reasonable profit structure is to ensure certain profitable businesses, most of which are low-profit capital preservation businesses, and at the same time strictly control the number of loss-making businesses. The author thinks that the proportion of the above four types of business is 10: 40: 40: 10.
Secondly, according to the judgment of market attributes, the business is divided into: key development category, that is, strategic emerging insurance in a certain period of time. This kind of business should adopt active market strategy, strive to restore or expand, and focus on investment, so as to realize economies of scale in a short time. Medium development category, that is, insurance with relatively high business scale and average business quality. This kind of business is moderately invested, focusing on controlling accumulated risks. Restrict the development, that is, the service quality deteriorates or the service acquisition cost is high in a certain period of time. For this kind of business, we should improve the underwriting conditions, optimize the allocation of resources, strengthen disaster prevention and loss prevention, and track the changes in payout ratio. This kind of business should reduce investment and take profit as the premise. Development after transformation, that is, most of these businesses are loss-making businesses, but they have a certain premium scale. Adhere to the principle of reform before development, focus on improving underwriting conditions, and put an end to adverse risk selection. It is forbidden to develop, that is, the blacklisted customer business that has suffered losses for several years in a row should be eliminated and refused to underwrite.
(VI) Non-auto insurance teams should take the cultivation of compliance awareness as the bottom line.
Maintain market procedures and don't be a market troublemaker. First, learn from peers and competitors; Actively strengthen communication with insurance companies, share resources, learn from each other, learn from each other, innovate business models, and strengthen risk management and control; Form the risk judgment knowledge of the industry, and don't make trouble in the market and showstopper. The second is legal compliance, keeping the bottom line of no systemic risk.
Non-auto insurance team is an effective organizational form in the development of property insurance companies. Only by long-term planning, vigorously promoting and implementing measures can we improve production capacity and form a joint force to provide customers with comprehensive risk management services. In the process of national economic development, we should grasp the channels, understand the existing demand and stimulate the potential demand, so that the auto insurance business and non-auto insurance business of property insurance companies can be effectively integrated, the profitability can be balanced and sustainable development can be realized.
Breaking news: On July 6th, Fujian Banking Insurance Regulatory Bureau and Fuzhou Central Sub-branch of China People's Bank issued the Guiding Opinions of Fujian Banking and Insurance Industry on Supporting Night Economic Development (Yin Min Bao Jian Fa [2020] No.79), which mentioned that it is necessary to strengthen insurance support, encourage insurance institutions to dig deep into the insurance needs of night economic entities, and provide comprehensive and diversified services in terms of personal accidental injury, accidental medical treatment, food safety responsibility, comprehensive social security and business interruption losses. This shows that the space and potential of non-car development is huge, depending on how you play.