Core Viewpoint - Financial support is essential for rural revitalization, yet there is a significant supply shortage in financial institutions serving rural areas, leading to difficulties in financing for farmers [1][3] Group 1: Challenges in Rural Finance - Rural financial services face numerous challenges, including small operating scales of farmers, lack of collateral, and high transaction costs for financial institutions [3][4] - The interest rates for loans in rural areas are significantly higher than those in urban areas due to these challenges [3] Group 2: Comprehensive Inclusive Credit Services - The company has established a comprehensive inclusive credit service system targeting small and micro customers in rural areas, emphasizing low thresholds and customer protection [4] - By the end of 2024, the company has covered 23 provinces and over 550 counties, reaching more than 1 million rural customers [4] Group 3: Innovative Online and Offline Service Model - The company employs a combined online and offline service model to enhance efficiency and reduce costs, integrating digital services with traditional financial offerings [5] - This model allows for sustainable coverage of small loan services in more rural areas [5] Group 4: Innovative Risk Control System - The company has developed an innovative risk control approach focusing on future cash flow and repayment willingness, utilizing big data and on-site investigations [6] - This system allows the company to provide credit services to farmers lacking traditional collateral [6] Group 5: Integration of Financial and Agricultural Production Services - The company combines financial services with agricultural production support, developing financial products tailored to specific agricultural needs [7] - It also offers comprehensive agricultural technical services to enhance the efficiency of fund usage and reduce production risks [7] Group 6: Close-to-Rural "Capillary" Service Network - The company has established a deep-rooted service network in rural areas, utilizing local partners to reduce information asymmetry and transaction costs [8] - By the end of 2024, the company has over 5,800 local service leaders, enhancing the connection between the company and farmers [8] Group 7: Successful Experience and Lessons - The company's practices highlight the need to consider the unique characteristics of rural finance, avoiding a simple replication of urban financial models [9] - Key successful strategies include a close service network, the use of digital technology to lower costs, and innovative risk control methods [9]