随着互联网技术的普及和大数据、人工智能、算力等技术的进步,保险产品线上销售发展迅猛。2024年,国内最大造车之一品牌旗下的B保险公司正式入局保险业务,其销售基本全部线上业务开展。然而,与传统保险公司相比,B保险公司在用户管理、...随着互联网技术的普及和大数据、人工智能、算力等技术的进步,保险产品线上销售发展迅猛。2024年,国内最大造车之一品牌旗下的B保险公司正式入局保险业务,其销售基本全部线上业务开展。然而,与传统保险公司相比,B保险公司在用户管理、销售范围、平台功能及专业人员素质等方面存在问题。本文深入剖析这些问题,并针对性地提出强化用户管理、拓展销售范围、优化平台功能与体验、提升专业人员素质等解决对策,旨在助力B保险公司提升线上销售竞争力,为其在车险市场的稳健发展提供思路与方向,同时也为相关行业提供参考范例。With the popularization of Internet technology and the advancement of technologies such as big data, artificial intelligence, and computing power, the online sales of insurance products have witnessed rapid development. In 2024, Insurance Company B, under one of the largest automakers in China, officially entered the insurance business, and its sales are almost entirely carried out online. However, compared with traditional insurance companies, Insurance Company B has problems in aspects such as user management, sales scope, platform functions, and the quality of professional staff. This article analyzes these problems and proposes corresponding countermeasures, including strengthening user management, expanding the sales scope, optimizing platform functions and user experience, and improving the quality of professional staff. The aim is to help Insurance Company B enhance its online sales competitiveness, provide ideas and directions for its stable development in the vehicle insurance market, and also offer reference examples for related industries.展开更多
文摘随着互联网技术的普及和大数据、人工智能、算力等技术的进步,保险产品线上销售发展迅猛。2024年,国内最大造车之一品牌旗下的B保险公司正式入局保险业务,其销售基本全部线上业务开展。然而,与传统保险公司相比,B保险公司在用户管理、销售范围、平台功能及专业人员素质等方面存在问题。本文深入剖析这些问题,并针对性地提出强化用户管理、拓展销售范围、优化平台功能与体验、提升专业人员素质等解决对策,旨在助力B保险公司提升线上销售竞争力,为其在车险市场的稳健发展提供思路与方向,同时也为相关行业提供参考范例。With the popularization of Internet technology and the advancement of technologies such as big data, artificial intelligence, and computing power, the online sales of insurance products have witnessed rapid development. In 2024, Insurance Company B, under one of the largest automakers in China, officially entered the insurance business, and its sales are almost entirely carried out online. However, compared with traditional insurance companies, Insurance Company B has problems in aspects such as user management, sales scope, platform functions, and the quality of professional staff. This article analyzes these problems and proposes corresponding countermeasures, including strengthening user management, expanding the sales scope, optimizing platform functions and user experience, and improving the quality of professional staff. The aim is to help Insurance Company B enhance its online sales competitiveness, provide ideas and directions for its stable development in the vehicle insurance market, and also offer reference examples for related industries.
