Taibao Life Insurance's Li Jinsong: In terms of meeting customer needs, both customers and the team do not experience "off-peak" or "peak" seasons.

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Beijing Business Daily (reporter Hu Yongxin) March 27, China Taiping Insurance Group held its 2025 annual results press conference. Li Jinsong, General Manager of Taiping Life Insurance, said that in the fourth quarter of 2025, the growth of new business value was relatively fast. At a surface level, this was mainly achieved by both the growth in premium for new insurance policies and the increase in new business value. However, behind this, the company has abandoned the past idea that the fourth quarter is generally an off season for insurance companies’ business. Because in order to meet customer needs and maintain team stability, customers and the team have no seasonal distinction between busy and slow periods. Therefore, the company emphasized business balance in every quarter and proposed “opening the doors” and “closing the deals” as an integrated approach, strengthening organizational safeguards for all work around “opening the doors” and “closing the deals.”

Li Jinsong said that looking ahead to 2026, the life insurance industry is entering a new stage of high-quality development. The agent channel is shifting from a “sea of people” strategy to a more elite approach. Under regulatory policy guidance such as reform of individual marketing systems, tiered management for agents, and suitability management, the professional capabilities of the agent team are improving and career development is accelerating. In the wave of artificial intelligence, an AI + interaction ecosystem is gradually being built. Through process reengineering, it will fully empower team building and customer operations. The bank distribution channel is currently in a strategic window for development, with the business structure continuing to be optimized, the proportion of variable income products increasing, and the proportions of installment-based business and high-value business rising significantly. Protection-oriented products such as health insurance and pension insurance are developing rapidly, and the digital service experience is being continuously upgraded. At the same time, especially with strong regulatory support, the competitive environment is becoming more standardized. In particular, the effective implementation of “report-and-pay in unison” will drive market competition back to the essence of products and services. The company will anchor on value growth, actively seize opportunities, deepen transformation and development, and expects full-year new business value to maintain steady growth.

Li Jinsong said that, in comprehensive terms, the main driving factors for the company’s steady growth in new business value are as follows: First, leveraging digitization to reshape the logic of customer operations. It will strengthen customer insights through segmentation, classification, and grouping, and continuously optimize the structure, thereby driving the maximization of customer value. In terms of digital applications, there will be two major upgrades next. On the one hand, in terms of positioning, the company will treat artificial intelligence as a tool to drive empowerment for the front line, upgrading it to a process-driven approach to empower the front line. On the other hand, in terms of design thinking, in the past it was centered on functions; next it will be upgraded to be user-centered. Second, continuously optimize the product structure, enrich the product matrix, and deeply promote the transformation toward variable income products to maintain a good momentum in protection-oriented business. At the same time, it will continue to innovate and break through in health insurance products represented by long-term care and disability care. Third, accelerate upgrades to diversified channel models to promote value diversification growth. The agent channel will continue to strengthen the construction of “four modernizations” teams—professionalization, specialization, digitization, and younger talent—promoting the building of top-performance talent tiers and the development of top-performing organizations, and improving team quality and operating efficiency. The bank distribution channel will deepen channel cooperation, optimize the business structure, focus on team building, and build differentiated advantages. By focusing on differentiated customer segments, it will accelerate the layout of direct sales marketing, internet-based channels, and other channels, thereby enhancing the overall value contribution and diversification of sources. Fourth, strengthen refined management and continuously advance the construction of a value management system with products as the starting point, using value to steer operations, strengthening the linkage between asset and liability, improving capital investment and production efficiency, and thereby achieving an increase in the rate of new and existing value.