AA渠道现状思考
Thinking of the current situation of AA channel
Part I of series of working summary
2010-9 AXA Advisor渠道，是目前中国保险市场比较独特的个险渠道，其核心思路为，招募较高素质的员工，与公司签订劳动合同，提供底薪和五险一金，提供顾问式行销的销售体系培训——Financial Need Analysis，提供一部分约访成功的准客户（leads），提供完善的晋升机制，开展保险营销活动。
AXA Advisor channel is the relatively unique sales channels in the Chinese insurance market.Its core operation ideas are recruiting high quality advisors, offering the labor contract to provide basic salary and social & plus insurance, provide systematic training system - Financial Need Analysis, provide leads, and provide better mechanisms for promotion, and conducting insurance sales activities.
AA渠道最终的目的，是打造一批高素质、高产能、高收入的保险营销人员，这些人员隶属于保险公司本身，为客户提供长期的持续的保险理财服务，真正做到以客户中心来进行“经营”，每一名顾问都形成自己的客户群，实现稳定的收入，进而实现稳定的晋升，最终打造一支稳定的高效“个险“营销队伍。
The ultimate goal of AA channel is to create a number of high-quality, high productivity, high income insurance advisors.These people belong to the insurance company itself, to provide sustained long-term insurance financial services for the customer, and ensure the \"management of the busine\" focus on the customers themselves, not the money in their pockets.Each advisor is to form his own customer base and achieve a steady income, and thus win the stable promotion step by step.Ultimately a stable and efficient advisor team is build.
一、对AA渠道目前的体会
the current understanding of the AA channel
在城市的层面，构成AA体系的主要有招募、培训、营销三个环节，在总体框架下，受到基本法的约束。结合我们在公司的20个月的体验，各个环节的状况如下：
The main AA system is constituted by recruitment, training and selling in one city such as Beijing and bound by the Basic Law of the whole AA Channel.Combined with our 20 months in the company\'s working experience, all aspects of the situation as follows:
1.招募环节
Recruitment 以渠道招聘支持部为主，以团队经理在公司的支持下参与招聘为辅，为员工推荐为补充。目前招聘渠道有：电话，招聘会，人才中介，内部推荐。招聘流程为初次面谈，COP事业说明会，渠道复试，人力资源部复试，offer发放。
Mainly supported by the DHR or HR, the recruitment system involves the team managers in the proce as the supplemented and the staffs’ referrals.Currently the
1 recruiting channels include: phone, job fairs, job intermediary, internal recommendations.Recruitment procees include the initial interview, COP, the channel re-testing, HR re-examination, offer distribution by HR.
从过往经验来看，自主招聘的顾问一般留存时间长，还有就是渠道分配下来的绩优顾问留存时间长。对于C级经理来说，定期参加招聘活动是可以的，但是需要公司给予的足够支持，否则大量时间和精力放在招聘环节，会本末倒置。在CAMT的成长时期，2009年7月-9月，通过参加北京人才招聘会，和波森中介的面试会，效果还是不错的。
From past experience, in one team, the advisors recruited by the team managers generally retain for longer time, also the excellent advisors who are re-distributed in the team when his or her original team is broke up retain for longer time.For the team managers, or we call C-level managers, regularly participate in recruitment activities is poible, but requires sufficient support by the channel, otherwise putting a lot of time and energy on the recruiting link, will upside down the managers’ responsibilities.For example, in the growth period in the CAMT BJ, July 2009 -9 months, we attended job fairs and the interview arranged by Posen intermediary, the effect is good.We team do not receive any good-performance advisors re-distributed by the channel all along the time, and the team members are all growing healthy from fresh bird, and their stability and performance are also good.
2.培训体系
Training 入职后参加渠道培训部为期一个月的培训，内容包括：行业基础，FNA理论，FNA实践。一个月结训合格后，下放到团队，在团队中开始展业，团队经理通过陪访、演练、团队内训的方式继续强化技能及销售习惯培训。
After new advisors enter AA, they will participate in the one-month training cla, the courses including: industrial base knowledge, FNA theory, FNA practice.After pa the training, they will be distributed to the teams, and began selling works, accompanied and trained by the team manager when they are still new advisors.Role play and team training are important; they will continue to strengthen the skills and good habits of sales and self-management.
根据过往经验，一个新人从入职到可以独立展业，培养期在半年以上。所以培训的环节还有很大的提高空间。
Based on past experience, a new advisor need at least 6 months to be an independent one.Therefore, there is a great part of the room for improvement of training.
3.营销环节
Selling
AA渠道的初衷是高绩效的特种兵作战团队，达到这样的效果，一是客户定位要中高端，二是利用FNA销售技能深度挖掘客户需求，三是顾问本身具有高绩效营销人员的素质。目前团队也好，渠道也好，出现了绩效“二八”定律的现象，80%的业绩来自于20%的顾问，大部分顾问的绩效一般。
The original intention of AA is to build high performance team.To achieve this effect,
2 first, to focus on the right customer orientation, the second is the depth of excavation to customer demand by using FNA sales skills, the three, advisors have a high quality of sales.Currently no matter in the team or in the channel, there has been performance \"20%-80%\" law of the phenomenon, 80% of the selling comes from the 20% of the advisors, most of the advisors’ performance are not high.
除了招募和培训这些前期的工作之外，在进入到营销环节后，由于团队之间的“壁垒”，给顾问的迅速成长也造成了不利影响，而成长的快的，往往是善于多方面学习的顾问。目前在营销环节，给予顾问的支持有：渠道定期技能培训、早会培训、团队内部培训、陪访和跟访。前两种往往难以体系化和深入化，后两种往往受限于团队经理的能力。
In addition to the recruitment and training works, after entering into the selling aspect, the \"barrier\" of the team has a negative impact in the growth of the advisors.We can notice that all the advisors growing fast are those who have excellent studying abilities, not restrict in his or her own team, they study from many others.Currently the supports given to advisors in channel are: 1, regular basis skills training, 2, morning training, and 3,internal team training, 4,accompanied customer visits.The first two are often difficult to be systematic and in-depth, as to the latter two are limited by the capacity of team manager.
在销售渠道，不能不提的就是员工的收入问题，在过往一年多的时间，一些优秀的顾问因为收入的问题离开，而他们恰恰是AA渠道最需要的人才。这使得AA渠道的“沉默成本”持续增加，渠道榜样和明星不够多，良好的销售习惯和FNA技能传承不能持续。
In the sales channel, the income cannot be ignored.In the past more than a year, a number of excellent advisors chose to leave because of income problems, and they are precisely the people most in need of AA channels.This makes the AA channel’s \"silent costs\" continue to increase.The channel models and sales stars are not enough, good sales skills, habits and FNA inheritance cannot be sustained better.
下面是收入对比的曲线，可以得到一些启示，为何高绩效产能的顾问部分会因为收入的问题而离开。
The curve of comparison of income as below, we can get some inspiration, why part of high-capacity advisors left because of income problems.
FC为转正后的初级理财顾问职级； FC is the primary advisor level
AFM为选择节点，达到AFM职级后，可以选择专业顾问发展路线，也可以选择团队经理的管理路线；
AFM can make the selection between the sales and team managers.
SFM为现有AA体制下最高级别的顾问职级。
Under the existing system of AA, SFM ranks the highest level.
3 25000FCAFMSFMAgent20000收入150001000050000010002000300040005000600070008000900010000110001200013000140001500016000170001800019000NBC20000
4
二、AA渠道可以提高的地方
What AA can improve currently?
尽管存在一些不足，但是AA渠道依然是目前市场上独一无二的渠道，被称为金盛的特色，甚至在保险营销业内被称为“特立独行”的渠道。尤其在目前保险营销渠道亟待改革之际，尤其值得探索和研究。2009年保监会发文就保险代理人的转型征求意见，其中改革的四个方向之一，就是“员工化的营销制度”。其余三个是，有执业资格的保险代理人；保险中介；劳务派遣。
Despite some shortcomings, the AA channel is still unique in the selling channel in insurance market.It is known as AXA-MM features, even is called \"maverick\" channel.In this particular time, the insurance selling channels facing urgent reform, AA is especially worthy of exploration and research.In 2009, the Chinese Insurance Regulatory Commiion iued a document for advices on the transformation of an insurance agent, one of four directions is the \"employee system.\" The remaining three are: qualified in insurance agent; insurance intermediary; labor dispatch.
可以预见的是，未来保险公司培养自己的营销团队，不管是电话销售，还是直销，都是一种发展趋势。事实上，平安和太保，都已经在开始借助“数据挖掘”的计算机技术，对现有客户进行二次挖掘，不排除未来会经过自己的销售队伍完成二次销售和深度销售的工作。
It is foreseeable that in the future insurance companies develop their own sales team, such as telephone-selling, or direct selling, they are a trend.In fact, PingAn and CPIC, have been at the beginning of the idea of \"data mining\" of computer technology, a second excavation of existing customers.We do not rule out in the future they will achieve repeat sales and in-depth sales of the current customer through its own sales team.
如果以“顾问”为核心，可以从培养、留存、发展三个方面来进行思考
If the \"advisors\" as the core, we may think from three aspects, training, retention and development
1.人员培养
Training
渠道培训体系，培训师资的因素，并不能完全将FNA的精髓在有限的时间完整传授给新人；下放到团队后，急功近利、团队经理水平等因素，在技能传承方面会有变形，不能保证公司FNA体系完整传承。由此，使得培养周期很难达到半年成材，而考核期并不会因此延长，进而造成人员在半年内流失率相当高。如果培训水平可以提高，那么可以大大缩短顾问的成长周期。
Channel training system, teacher training, factors, and FNA can not be the eence of integrity in a limited time to teach new people; down on the team, the quick succe, the team manager level and other factors, in terms of skills, will be deformation of inheritance, can not guarantee that the company FNA complete system heritage.As a result, making difficult to achieve the six months training period to become useful, and will not extend the aement period and, thus causing the high turnover rate within six months.If the level of training can be improved, then the consultant can greatly shorten the growth cycle.
2.人员留存
retention 收入水平、归属感、发展空间是可以留住人才的三要素。收入，绝不是顾问留在渠道的唯一因素，归属感和发展空间，是AA渠道的优势。
Income level, a sense of belonging, and the development of space are the three elements to retain the talent staff.Income, not the only reason for a advisor to stay in AA channel.The sense of belonging and the development of space are the advantage of AA channels.
目前初级顾问流失率，高级顾问流失率，都是比较高的，AA渠道主体目前仅仅为维持FC职级的，月均2000NBC左右，而这绝不是AA渠道的目标。初级顾问流失率高，可以通过招募和培训环节，招到合适的人，并尽快培养成才，那么就不会流失，高级顾问流失率高，可以通过职业发展规划和归属感，弥补收入的不足。
Currently the lo rate of the new advisors and the senior advisors are relatively high.The most of advisors are FCs, the average monthly production is 2000NBC around, but it is definitely not the goal of AA.Junior advisors’ turnover rate can be reduced by recruitment and training proceion.To hire the right people and develop them senior one as soon as poible, then they will not lose.Senior advisers’ turnover rate can be reduced by clearly career development planning and a sense of belonging, to make up for lack of income.
3.规模发展
Development
目前AA规模很难做大，并且可能会有恶性循环的迹象，高级顾问流失，使团队经理来 5 源枯竭，只能外聘，外聘管理者很难掌握AA制度的精髓，尤其技能方面，AA体系的FNA营销是和目前产品导向的营销体系完全不同的，造成新人下放到团队后，会经历另一种销售文化的熏陶，在摇摆中很快半年就过去了，进而使新人淘汰率又增加。基数越变越小，高级顾问也会越来越少，自身体系培养出来的团队经理也越来越少，会进一步增加新人淘汰率。
It is difficult to expand the scale of AA currently, and there may be signs of a vicious circle, senior advisers leave and the original resource of the team managers dry up(le AFM, le team managers).So the better way is to hire team managers from external.But the external ones are difficult to grasp the eence of AA though they are all excellent sales.In particular of FNA skills, the FNA skills are different to the current product-oriented selling system.It is the demand-oriented selling system.So after the new advisors enter the team they perhaps experience another sales culture.Six months will pa quickly, the opportunity of the lo of new advisors are bigger because of the influence of sales skills training and other factors.The basis of FC is getting smaller and smaller, fewer and fewer senior advisers(AFM), fewer and fewer team managers oriented from AXA-MM sales culture, finally back to the start, further increase the lo rate of new advisors.This is like a circular spiral.
所以先解决人才培养和留存的问题，才能考虑规模发展的问题。
So only the problems of training and retention are solved, the scale of development is meaningful.
David BJ AA 6
