The key period of Chinese insurance business in the new head coaching new challenges – Sohu financin-kimi wo omou melodi

The key period of Chinese insurance business in the new head coaching bottleneck of the new challenges of Sohu financial management 30 years of the establishment of China United Property Insurance have been brilliant, also suffered a downturn, is currently being integrated into the group development strategy, however, has encountered the bottleneck of the development of business structure is single, instead of taking the fare is relatively backward, once driving mechanism business ahead of the weak competition. The "man" of the Chinese property insurance is experiencing a difficult transition. The key period of the insurance guarantee fund to take over coaching experience, East Fangzi tube after the intervention, the insurance and into the stable development period. However, with the development of the insurance industry into the fast lane, China Insurance property left behind signs. During the critical period, PICC changed its core executives. Recently, the China Insurance Regulatory Commission official website disclosure, Wang Lizhi was officially approved as the general manager of the company, and the day before, the Chinese insurance official website announced that the release of significant events, the company in 2016 the fourth session of the first meeting of the board of directors, agreed to appoint Wang Lizhi as general manager of the company, agreed to Luo Haiping resigned general manager. Luo Haiping still holds the post of chairman of the board of directors, the newly appointed Wang Yi is an old insurer. He joined the CPIC in the insurance management work in 1992, and served as deputy general manager of CPIC in 2012. In addition, the China Insurance Regulatory Commission also approved Liang Yinghui, general manager of PICC Xinjiang branch, as the deputy general manager of the company, helping Wang aspire to work. Liang Yinghui is the old man born in China Property insurance. As a company founded 30 years of insurance companies, the insurance by the Xinjiang production and Construction Corps was established, the registered capital of 14 billion 640 million yuan, including the operation of property insurance, liability insurance, credit insurance and guarantee insurance, short-term health insurance and accident insurance. In 2009, the company had a large gap in solvency due to rapid expansion, and the insurance guarantee fund was taken over. Li Yingchun, who was born under supervision, was sent to the China joint holdings management group as the leader of the group. In 2010, the internal control work group of China Insurance Regulatory Commission withdrew from China Union, and Li Yingchun remained chairman and general manager. In 2012, the Oriental Information Management Company entered the China United holding company, and indirectly controlled picc. In addition to the insurance, the controlling shareholder of the company holding the insurance this year executives are also constantly changing, such as the first half, the replacement of the directors and supervisors of 10 people, entering the third quarter, the Chinese insurance holding executive shake up to further accelerate, 9 months, the China Insurance Regulatory Commission issued a series of 5 on Chinese insurance holding appointments. As a 30 years old insurance companies, executives such a big face is relatively rare. China’s property insurance company, which has run into a bottleneck in Xinjiang Construction Corps, has the advantages of traditional, wide branches and strong intermediary channels. It has been more competitive in the property insurance market, especially in the rural insurance market. In 2006, PICC achieved premium income of 15 billion 60 million yuan, an increase of 43.82%, the business scale ranks fourth in the national property insurance market, the market share increased by 1.3%. And this 15 billion 60 million yuan premium income equivalent to 628 million yuan in 2002 more than 20 times. Because of the rapid development of business, China Insurance property appears red light of solvency.

中华财险关键期换帅 新掌门遇业务瓶颈新挑战-搜狐理财  成立30年的中华联合财险有过辉煌,也遭遇过低迷,目前正在融入集团化发展战略中,不过,却遇到了发展的瓶颈,业务结构较为单一、商车费改相对滞后,曾经拉动业务前行的大机构竞争乏力。“三十而立”的中华财险正在经历艰难转型。   关键期换帅   经历了保险保障基金接管、东方资管介入之后,中华财险惭入稳定发展期。不过,随着保险业发展进入快车道,中华财险出现掉队的苗头。关键时期,中华财险更换了核心高管。   日前,保监会官网披露,汪立志正式被批准出任公司总经理,而在前一天,中华财险官网发布重大事项公告称,经公司2016年第四届董事会第1次会议审议,同意聘任汪立志为公司总经理,同意罗海平辞去总经理职务。罗海平仍担任董事长一职,新上任的汪立志可谓是一位老保险人,早在1992年加入太保从事财险管理工作,2012年出任太保财险副总经理。   此外,保监会还批准中华财险新疆分公司总经理梁英辉出任总公司副总经理,辅佐汪立志工作。梁英辉可谓是中华财险土生土长的老人。   作为一家成立30年的财险公司,中华财险由新疆生产建设兵团组建成立,目前注册资本146.4亿元,经营范围包括财产损失保险、责任保险、信用保险和保证保险、短期健康保险和意外伤害保险等。2009年该公司曾因快速扩张造成偿付能力出现较大缺口,被保险保障基金接管,监管出身的李迎春被派驻中华联合控股管理工作小组任组长。2010年,保监会内控工作组撤出中华联合,李迎春留任董事长兼总经理。2012年,东方资管进入中华联合控股公司,间接控制了中华财险。   除了中华财险外,该公司的控股股东中华保险控股今年以来高管也不断更换,如上半年,更换董事和监事10余人,进入三季度,中华保险控股高管换血进一步加速,9月以来,保监会接连发布五则关于中华保险控股的人事任命。作为一家经营了30年的老险企,高管如此大变脸较为鲜见。   业务遭遇瓶颈   发家于新疆建设兵团的中华财险具有传统的优势,分支机构广、中介渠道强,一直在财险市场尤其是农险市场具有较强的竞争力。2006年,中华财险实现保费收入150.6亿元,同比增长43.82%,业务规模居全国财险市场第四位,市场份额同比提升1.3%。而这150.6亿元的保费收入相当于2002年6.28亿元的20多倍。   正因为业务发展迅猛,中华财险出现偿付能力亮红灯的尴尬局面。据悉,当时保险业务承保质量并不高、公司管理也存在漏洞导致一度陷入危机。   任凭在传统渠道方面的发力,在随后的十年间,中华财险的业务规模仍在持续增长。不过,面对行业爆发式增长,中华财险市场发展显得有些缓慢。   值得关注的是,今年上半年中华财险保费出现负增长,保费收入214.51亿元,同比下滑1.74亿元。而上半年全国财险市场保费收入4301.96亿元,仍为上涨,同比增长7.07%。   对此,中华财险内部人士解释称,公司保费收入主要依赖几个保险大省,上半年保险大省增长乏力导致公司业务整体放缓。据了解,在中华财险系统内部,河北、河南、新疆、湖北、浙江等算得上是保险大省。记者查阅相关资料发现,上半年中华财险各地大机构的市场份额均出现下滑,其中内蒙古市场份额下滑最为明显,由去年上半年的16.16%下滑至12.6%。去年上半年,中华财险市场排位冲上第二,下半年到现在,再次滑至第五位。   中华财险如何激发各机构的活力将成为新任总经理汪立志的一大挑战。   目前,中华联合拥有遍布县乡的基层服务网络,服务网点数量在行业排名第二。目截至2015年底,中华联合在全国设立了31家分公司,2家分公司营业部,242家中心支公司。   渠道单一成短板   对于中华财险业务放缓的原因,公司内部人士认为,一方面在于业务结构较为单一,目前市场不断有公司推出创新型产品,而中华财险仍就依靠传统的车险、责任险、农险等,渠道铺设也是中华财险的短板。   据了解,中华财险在渠道方面多年以来一直依赖中介机构和代理人员,而目前市场上很多公司早已开始搭乘互联网平台发力网络销售,这对于中华财险而言还只是一种奢望。   值得一提的是,中华财险车险在费率市场化改革方面出现了策略失误,导致业务方面被竞争对手甩掉一大截。对此,中华财险相关人士也表示,公司对市场的判断不是很准确,有些公司在车险费改之后采取了低费率、高费用来挖掘价值客户,而公司没有进行策略调整,受到了一些冲击,车险保费收入出现了负增长。   除了业务发展表现不佳,中华财险还因车险综合成本率较报批请示及其补正材料中报送的车险预期综合成本率发生重大偏离,今年5月被保监会严令暂停部分地区车险费改新品。这对于业务明显放缓的中华财险来说,无疑是雪上加霜。   虽然业务放缓,但中华财险的盈利能力仍表现出强劲的实力。中华财险2015年年报显示,公司总资产530.34亿元,已赚保费354.15亿元,净利润24.46亿元,同比增长31.9%。北京商报记者注意到,中华财险去年31亿元的投资收益直接助益其净利润,但在今年的投资环境下,净利润势必受到影响。根据中华财险二季度偿付能力报告显示,上半年其净利润约为10亿元。   从中华财险经营的主要险种来看,2015年度保费收入居前5位的商业保险分别是车险、意外伤害及健康险、责任险、企业财产险、工程险。   突围寻出路   目前,中华保险控股制定了2014-2018年五年战略规划,产、寿、资同时发力,通过启动产险卓越工程全力推进电商战略,强化集团IT体系建设等举措推进集团化进程。中华寿险公司已于2015年开业,万联电商作为中华保险探索互联网保险的重要抓手,也已于2015年年中挂牌开业,中华保险集团的雏形已经初步形成。中华联合控股的集团化运作,对于中华财险未来业务联动发展很可能产生助力。   其中,万联电商的成立被公司赋予重要意义,以试图改变以往渠道单一的局面。据了解,万联电商成立后将致力于打造一个为集团和股东单位各子公司产品销售、客户关系管理、股东集团资源整合提供服务的综合性电商平台,该电商公司除了助力中华财险销售产品外,还会与寿险公司进行对接,帮助销售寿险公司的产品,还会协助其股东公司销售相关产品,并为集团各子公司客户提供基于互联网平台的良好服务。   不过,保险公司目前所设立的电子商务公司在发展过程中并非完全尽如人意。某保险公司战略发展部门人士坦言,自己所在保险公司设立的电子商务公司,成立至今并没有什么实质性的进展。有些保险公司在电子商务领域尚未有清晰的路径和十足的把握,目前的人均产出较低。已开业主打网销业务的中华人寿,很可能为财险发展互联网业务提供经验。   值得关注的是,中华联合控股总经理李迎春曾透露,在中华联合控股的战略框架内,要力争在2020年全面建成中华保险集团,在加强集团化建设方面,确保资产管理公司尽快批筹开业,力争农业保险公司尽快批筹,还要择机成立财富管理(销售)公司和养老年金公司。 届时,中华财险的农险业务很可能将剥离至农险公司,自身需要更多的业务创新来闯出一条路。相关的主题文章: