太平洋保险业务部经营操作手册.pdf

业务部经营操作手册 总公司个人业务部 目 录 前 言···································································································································1 第一篇 工作标准 ···············································································································2 第二篇 目标与计划 ···········································································································6 第三篇 成长规划———成功运用基本法 ·········································································13 第四篇 营销四项基础管理系统 ·······················································································32 第五篇 功能小组 ·············································································································47 第六篇 职场管理 ·············································································································51 第七篇 经营指标诊断与改善措施速查表 ·········································································55 第八篇 工具一览表 ·········································································································60 前 言 “成功一定有方法，失败一定有原因”。对于业务部经理而言，只有按 照《基本法》的要求，订立业绩与人力发展目标，做好增募选择、辅导训 练、活动量化、会议经营等基础管理，根据 KPI 指标分析诊断，对业务部 发展进行绩效评估，建立有效组织，壮大组织发展，才能实现个人价值最 大化目标。因此，要想成为一名合格的业务部经理，使业务部经营走向卓 越，就必须学习和掌握业务部经理应具备的工作能力与工作方法，了解业 务部的运作模式与流程，直到将这些基本技能烂熟于胸，并运用自如。 总公司 2008 年开展以业务部经营为核心的“蓝海计划”，本着“简单、 实用、易操作”的原则，个人业务部特别编写了《业务部经营操作手册》， 我们的宗旨是“授人以鱼，不若授人以渔”，希望这本手册能对业务部经理 在经营上有帮助，成为大家的良师益友，为我们团队自主经营、做大做强， 带来动力和方法。 另在手册编写过程中，我们得到了河南、山西、河北、吉林等分公司 的大力支持与帮助，在此表示感谢！ 1 第一篇 工作标准 重点内容： 规范的工作标准，是业务部按营销规律办事，向系统化、专业化发展的基础。 本章重点介绍业务部各层级的经营指标、工作标准和时间管理，帮助业务部各层级 规范经营管理，养成标准化工作的习惯。 一、业务部经理的经营指标、工作标准和时间管理范例 （一）经营指标 经营指标是业务部经理在经营管理过程中，对业务部经营情况进行追踪、分析诊 断和检查评估，以促进