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2005年～2006年间,专业健康保险公司的成立昭示着围绕国内健康保险市场的新一轮竞争拉开帷幕。但与传统产、寿险公司相比,专业健康保险公司在产品和服务领域、人才储备、销售渠道和客户资源等方面都处于劣势,必须另辟蹊径。专业健康保险不仅与寿险在营销主导思想、销售理念、目标客户群、销售重心和销售模式以及购买介入程度方面差异巨大,甚至与传统健康保险也在产品设计思路和风险控制要求上存在着差异,这就决定了它的营销策略绝不应该与寿险企业雷同。根据其营销特点,专业健康保险公司可以从产品、定价、销售渠道、市场推广和服务这五个方面来改变营销策略。
From 2005 to 2006, the establishment of a professional health insurance company opened the curtain on a new round of competition around the domestic health insurance market. However, compared with traditional production and life insurance companies, professional health insurance companies have to find a way out in the areas of products and services, talent pool, sales channels and customer resources. Professional health insurance not only has great differences with life insurance in the aspects of marketing dominant idea, sales idea, target customer base, sales center and sales model and purchase intervention degree, but also differs from traditional health insurance in product design ideas and risk control requirements. This determines that its marketing strategy should not be the same with life insurance companies. According to its marketing characteristics, professional health insurance companies can change their marketing strategy from the five aspects of product, pricing, sales channel, marketing and service.