Core Viewpoint - The company emphasizes a customer-centric and market-oriented business philosophy, focusing on the growing demand for high-quality interior products from international clients in the rail transit industry [1] Group 1 - The company's core driving force for developing its interior business is customer demand [1] - There is a continuous and stable demand for high-quality interior products from foreign clients as the rail transit industry advances its internationalization [1]

Core Insights - The case highlights the challenges faced by elderly individuals in the digital age, particularly the conflict between rigid institutional processes and the practical difficulties encountered by this demographic [1] - The bank demonstrated a customer-centric approach by implementing an emergency response plan that included home service and prioritizing customer needs [1] Group 1: Case Analysis - The bank's response involved two key actions: dispatching staff to the customer's home for identity verification and facilitating a quick transaction at the branch [1] - The service process was humanized by allowing flexibility within the risk management framework, transforming the customer experience from requiring travel to receiving proactive service [1] - Effective emotional communication was established through the customer service manager's detailed explanation and reassurance, which helped alleviate the customer's anxiety [1] Group 2: Lessons Learned - Establish a "special case handling" emergency service mechanism, ensuring that branches have clear and standardized emergency service processes for frequently encountered issues by elderly customers [2] - Create an "elderly-friendly" service environment by equipping branches with necessary tools and enhancing staff training to foster patience and empathy towards elderly clients [2] - Promote convenient technological tools that cater to elderly customers, such as large print versions of mobile banking and voice assistants, to reduce their need to visit branches [2]

什么是公司，你为什么要成立公司？ 公司一种企业组织形式，它的本质是功利性的商业组织，以盈利为核心。但你创业开公司不能以所谓的"利润最 大化"为追求，因为这样就破坏了平衡。 想一想，如果你是客户或员工，你会跟这样的老板、公司合作吗？ 己所不欲勿施于人。只是一方面占便宜的商业行为是不可持续的，这样的例子现实中有很多，靠投机取巧或忽 悠、欺骗等方式赚钱都只是一时。 如果你认同这点，那你就自然会理解华为"以客户为中心"的企业文化和价值观。 开公司要有超越名利之上的追求，公司应该是实现你想法的工具和方法，而不是你的目的。 我们看任正非创业就是为了达成理想，华为人强调为理想而奋斗，不是为金钱而奋斗，企业的发展不能以利益来 驱动，"君子取之以道，小人趋之于利，以物质利益为基准，是建立不起强大的队伍的，也是不能长久的。" 当然物质第一意识第二，企业既要提倡精神文明，也要用物质文明去巩固才行，而且理想主义不能是空洞的，追 求理想必须脚踏实地，华为公司在这方面就做得很好。 让我们回到"公司"这个话题，简单来说，公司本身没有价值和意义，我们可以把它视为一种资源分配机制，如果 达成良好运作的话，投入产出比就会提升，当价值产出长期高于 ...

Core Viewpoint - In 2025, Xinhua Insurance achieved record-breaking performance amidst a complex environment characterized by low interest rates, evolving customer demands, and technological disruptions, marking a significant milestone as it approaches its 30th anniversary [2][4]. Group 1: Comprehensive Strength - By the end of Q3 2025, Xinhua Insurance's total assets exceeded 1.83 trillion yuan, an increase of 8.3% from the beginning of the year, reaching a historical high [3]. - The company's embedded value approached 280 billion yuan, reflecting an 8.1% growth year-to-date, also a historical peak [3]. - Core solvency ratio and comprehensive solvency ratio stood at 154.27% and 234.15%, respectively, indicating strong capital adequacy [3]. Group 2: Development Efficiency - In the first three quarters of 2025, Xinhua Insurance reported a net profit of 32.857 billion yuan, a year-on-year increase of 58.9%, setting a new historical record [4]. - Total premium income reached 172.7 billion yuan, up 19% year-on-year, maintaining industry-leading growth [4]. - The first-year premium income for long-term insurance was 34.9 billion yuan, reflecting a 41% increase [4]. - New business value surged to 6.18 billion yuan in the first half, a significant year-on-year increase of 58%, with a continued growth of 50.8% in the first three quarters [4]. Group 3: Strategic Development Model - Xinhua Insurance is committed to a development vision of becoming a leading financial service group centered on insurance, providing comprehensive risk protection and wealth planning services [5][6]. - The company has adopted a collaborative model of "Insurance + Service + Investment," focusing on enhancing customer-centric strategies and building a robust service ecosystem [6][7]. - Investment performance remains strong, with an annualized total investment return of 8.6% and a comprehensive investment return of 6.7%, leading the industry [7]. Group 4: Contribution to National Strategy - Xinhua Insurance emphasizes its political mission and social responsibility, aligning its operations with national strategies in areas such as technology finance, green finance, inclusive finance, pension finance, and digital finance [8][9]. - The company has invested over 60.5 billion yuan in supporting technology-driven enterprises, with a year-on-year growth of 29.3% [9]. - In green finance, investments exceeded 31.6 billion yuan, marking a 28.8% increase, while providing insurance services to over 6,300 green enterprises [9][10].

该行构建了覆盖全县所有行政村的普惠金融服务网络，在村民家门口设立"惠民驿站"，复合加载"苏服 办"等政务功能，让居民足不出村即可享受存取款、转账、社保缴纳等综合服务。针对行动不便的老年 人、残障人士等特殊群体，该行成立"小圆服务队"，携带移动机具上门办理凭证挂失、社保卡激活等业 务，用脚步丈量服务深度。 该行定期组织专业团队，深入田间地头、社区广场、工厂企业，通过现场宣讲、制作发布微电影《骗 局》等生动形式，普及防范电信诈骗、防范非法集资等知识，提升县域居民的金融素养，彰显了本土银 行的责任与担当。 从网点升级到触角延伸，从普惠全民到精准赋能，泗阳农商银行通过构建多层次、广覆盖、有温度的服 务体系，持续提升自身服务质效，在实践中诠释了"百姓银行"的情怀与温度。 王彬 江南时报讯 今年以来，泗阳农商银行始终秉持"以客户为中心"的服务理念，通过硬件升级与服务提 档，持续锻造金融服务的广度、深度与温度，着力打造一个更贴心、更温情的"百姓银行"。 为精准对接不同区域、不同客群的差异化需求，该行在夯实标准化服务的基础上，特色打造"商务支 行""财富支行"。在商户集中的开发区，"商务支行"变身"园区金融会客厅"，配备温馨 ...

富达基金投顾业务负责人戴旻表示，近年来，中国跨境投资工具日益丰富，各类产品不断涌现，为境内 投资者提供了更多元的配置选择。 他同时表示，黄金资产正逐渐成为资本保值类资产中的重要组成部分，其作用未来可能与固定收益资产 类似。综合对资本市场中长期趋势的观察，在当前阶段，国内财富管理行业有必要引入更多元化的组合 投资工具。财富管理不应仅限于销售单一基金产品或代销某项产品，而应依据每个人所处的养老生命周 期和具体财富规划，提供具有生命周期属性的多元化配置解决方案。 在嘉实财富副总经理邝霞看来，财富管理的出发点是客户需求，同时应立足于"账户思维"为客户进行多 元化和全球化的资产配置。 关于财富管理行业转型，戴旻称"正从单一产品销售向多元化、解决方案式服务转型"；德意志银行（中 国）有限公司总行副行长、私人银行财富管理北亚区董事总经理及大中华区总经理彭彦杰表示，财富管 理行业正经历一场从"以产品为中心"到"以个人为中心"的深刻转型。 在12月27日举行的"三亚·财经国际论坛暨第五届三亚财富管理大会"上，多位与会人士围绕"高水平开放 下的财富管理新生态"这一话题展开讨论。 今年12月18日，海南自由贸易港正式启动全岛封关。 ...

《中共中央关于制定国民经济和社会发展第十五个五年规划的建议》（简称 "十五五"规划）中9次提及保险，明确其在社会保障体系构建、高质量发展中 的使命，为行业勾勒养老、健康等发展新图景。 随着利率持续下行、老龄化进程的加速演进，居民对风险保障、家庭资产稳健增值与代际传承的需求愈发迫切，保险由补充转向刚需。 在政策与民生的双重驱动下，保险业旷阔的发展前景已毋庸置疑，头部大中型险企凭借雄厚的资本、精细的运营能力与前瞻布局稳步向好，优势愈发凸 显。 当转型渐入深水区，一个关乎行业起点的命题又被重新提及 ——我们该如何确定衡量保险公司核心价值的标尺？是账面净资产、精算层面的有效业务价 值，还是其他更加复杂的量化指标？ 阳光保险对该命题的回应始终如一：客户是一切价值的起点。 从 "资产负债匹配"核心逻辑看，险企的资产配置策略由负债属性决定，而负债端保费收入的规模与质量，本质取决于公司满足客户真实需求的能力；这代 表，险企价值的原点是客户购买力与公司服务能力的契合度，企业商业模式可持续性正取决于服务好客户的能力。 基于这一认知，阳光保险将 "一切为了客户"确立为公司的核心价值，并作为践行"以人民为中心"发展思想的重要举措。 ...

接到上报后，支行行长当即决策，安排客户经理与营业经理全程陪同吴大爷夫妇送孩子就医。抵达医院 后，员工主动垫付挂号费用，同时分工协作，一边安抚焦急的老人，一边照料受伤哭闹的孩子。在得知 孩子伤情需要转诊治疗后，员工又提前前往转诊医院探路协调，凭借真诚的沟通与负责任的态度，为孩 子争取到了就医绿色通道，最大限度缩短了等候时间。 孩子进行缝合手术时，营业经理全程蹲在一旁，用温柔的话语耐心安抚哭闹不止的孩子，帮助其逐渐平 复情绪，配合医生完成治疗。术后，员工再次主动垫付医药费，并代为排队取药，直至祖孙三人状态平 稳后，才安全将他们护送回家。当日下午，心怀感激的吴大爷专程再次来到支行，向全程提供帮助的员 工表达谢意，对支行暖心、高效的服务连连点赞。 支行相关负责人表示，此次应急处置不仅检验了员工的应急响应能力，更彰显了泰隆银行"以客户为中 心"的服务理念。未来，支行将持续强化员工应急处置培训，不断提升服务质效，让金融服务更有温 度、更有担当。 （来源：衢州日报） 转自：衢州日报 本报讯 （记者 毛瑜琼 通讯员 徐云欢） 近日，泰隆银行常山支行内发生惊险一幕：一名三岁幼童在等 候办理业务时意外摔伤，下巴开裂流血。危急时刻 ...

Core Viewpoint - Agricultural Bank of China (ABC) demonstrates its commitment to customer service by providing on-site assistance to a customer in need, highlighting the bank's focus on addressing the financial needs of vulnerable groups [1][2]. Group 1: Customer Service Initiative - ABC's Dezhou branch staff responded to an urgent request from an elderly customer whose spouse was unable to access funds due to account restrictions [1]. - The bank's personnel took the initiative to travel over 40 minutes to the customer's home to resolve the issue, showcasing a dedication to customer care [1][2]. - The successful resolution of the account issue was achieved through direct communication and assistance, reinforcing the bank's reputation as a caring financial institution [2]. Group 2: Focus on Vulnerable Groups - ABC plans to continue enhancing services for elderly and ill customers, aiming to provide more accessible and considerate financial solutions [2]. - The bank's efforts are directed towards breaking down barriers in financial services, ensuring that all customers, especially those in difficult situations, receive the support they need [2].

公司是功利性的商业组织，但如果要想利益最大化，就不能以此为目标。实际上，成长最大化才能真正 获得最大利益。 一流的企业都是追求一定利润率水平上的成长最大化，不会单纯追求利润的最大化。 做事后诸葛亮容易，从现在看未来就很难。在短期利益与长期投入之间，选择那条更难、更慢，风险更 大的道路，老板的战略远见和杀伐果断缺一不可。 鼠目寸光就无所谓战略，想一想：如果你在上世纪八十年代末做交换机代理，你敢跟厂家撕破脸，孤注 一掷去研发吗？要知道那时候没有相关设备，缺乏专业人才，需要看着大学的教科书和产品说明书去慢 慢摸索。 既要确定性的代理利润，又要长期的战略利益。这就像既要多产粮食又要增加土壤肥力，真做起来就非 常难。毕竟研发有很大可能是要砸钱打水漂的，失败是常事。 道理很简单，如果只是放纵自私自利的欲望，那必然是涸泽而渔的结果。公司要赚钱只能通过客户，但 客户凭什么一直掏钱给你呢？ 在商业世界遍地都是聪明人，他们有很多办法鼓动客户付费，把稻草卖成黄金价，这种让客户受损的商 业模式是不可持续的，没有客户一直上当受骗的道理。 所以生意要想生生不息就需要克制自己的贪欲，商业活动的基本规律是等价交换，你能够不断让客户受 益，你 ...