Forging Resilience in Industry Transformation: How Does Xingye Consumer Finance Build a Differentiated Competitive Advantage?

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As the consumer finance industry enters a critical turning point toward a “value-creation” transformation, real leaders have begun to focus on deeper questions: How can financial services be made warmer? How can risk control become smarter? How can business models become more resilient?

Recently, Industrial Bank Consumer Finance Co., Ltd. released its 2025 operating performance. As of the end of 2025, since its founding, Industrial Bank Consumer Finance has累计 served more than 41 million customers and has extended more than RMB 500 billion in consumer credit.

Against the backdrop of deep industry adjustments, Industrial Bank Consumer Finance has left behind a series of solid footprints across product innovation, technology empowerment, and business model evolution. Accurately anchoring customer needs, building a digital intelligence-enabled foundation for financial services, and creating differentiated competitive advantages… This long-established leading consumer finance company is forging a uniquely distinctive path of evolution.

Precisely Dripping Irrigation of Real Needs Across the Entire Customer Base

Products are the most direct point of contact between financial institutions and customers, and also the touchstone for testing the warmth of service. Industrial Bank Consumer Finance is responding precisely to the real financial needs of each customer segment through building a refined product matrix that covers different life stages and different consumption scenarios, based on a customer-base-wide operating philosophy.

For example, for products for urban professionals who are building their careers, the “Youketong” product allows customers, while going online for the entire process from application, approval, to disbursement, to also choose repayment methods such as one-year interest-only with principal deferred. The repayment term can be up to 5 years, effectively easing funding pressure on young people caused by various rigid expenditures and addressing the challenges of “life is not easy” and “getting established is not easy” in the city. It is understood that since the launch of “Youketong,” the company has累计 disbursed loan amounts of RMB 6.79B.

County and township areas are also becoming another main stronghold for consumer finance. With consumption scenarios such as rural e-commerce and rural tourism booming, residents’ consumption ability has gradually improved. Customer groups in county and township markets are showing a younger trend, especially among young segments represented by returning-to-rural entrepreneurs and young workers seeking employment. These young customer groups have strong consumption willingness and credit potential. Against this backdrop, Industrial Bank Consumer Finance focuses on rural financial needs, prioritizing the growth in consumer credit demand from employees of county and township enterprises and self-employed individual businesses, as well as the current situation in which financial products are relatively scarce. The company conducts in-depth analysis of the needs and dilemmas of these two groups, gives full play to the advantages of its offline direct-operated teams, customizes financial solutions tailored to local conditions, and provides more precise and convenient consumer finance services to county and township residents through “bringing loans to customers’ doorsteps,” improving the availability and coverage of inclusive finance in rural areas.

Digital Intelligence Empowering the End-to-End Service Operating Base

Today, as the wave of the digital economy surges forward, technology is no longer an “elective course” for financial institutions, but a “required course” that determines core competitiveness. The “Development Report on Consumer Finance Companies in China (2025)” shows that as of the end of 2024, consumer finance companies had累计 obtained 1,242 technology patents, providing strong technical support for the digital transformation of institutions.

Industrial Bank Consumer Finance views technology as the core engine driving high-quality development. Through a comprehensive layout covering strategic leadership, deep technological focus, and scenario implementation, it has built an end-to-end digital capability system covering decision-making, risk control, operations, and services, and continues to push digital-intelligence transformation deeper.

At the top-level design level, Industrial Bank Consumer Finance has upgraded the original digitalization work leading group into a Digital Transformation Committee, with the Chairman serving as the chief committee member, to coordinate and promote deep integration between digital technologies and business development.

In terms of the core technology foundation, Industrial Bank Consumer Finance, by building a customer tagging system and a digital-intelligence operations platform, achieves refined operations across the entire customer life cycle. By building an enterprise-level business situation sensing system, it provides real-time monitoring dashboards across multiple terminals and multiple scenarios for management decision-making. So far, it has achieved 100% independently developed production for its core mainline systems, and累计 obtained 587 intellectual property rights.

In the area of risk control, Industrial Bank Consumer Finance has built an intelligent risk control system covering the entire process. The intelligent upgraded risk control engine deeply sorts out more than a thousand strategies, forming the company’s strategy library, supporting dynamic strategy configuration and rapid iteration. It continuously improves the effectiveness of model application. Over the course of the year, the company累计 iterated and launched more than a hundred production models, and algorithm models are widely applied across the entire pre-loan, during-loan, and post-loan processes. In the pre-loan stage, the models precisely depict customer profiles and iterate approval strategies, so that risk performance of each project remains at the leading level in the industry. In the during-loan stage, the models enable risk tiered management, steadily reducing new delinquency. In the post-loan stage, it builds a digital risk monitoring network, carries out post-loan management in a layered and categorized manner, strengthens risk early-warning mechanisms, and improves capabilities for early risk identification, early intervention, and early resolution.

On the customer service and operations side, Industrial Bank Consumer Finance advances the deployment of AI technologies in multiple fields. It implements AI outbound calling in scenarios such as collections and sampling inspections, effectively replacing repetitive manual work. It completes deployment of an intelligent customer service system, improving customers’ ability to resolve issues through a one-stop solution, and builds a high-efficiency, warm digital customer service model.

Building Differentiated Competitive Advantages

Under the backdrop of industry transformation, how can one move forward steadily and achieve long-term success? Industrial Bank Consumer Finance’s answer is that, on the basis of product innovation and technology empowerment, it continues to explore optimization and upgrading of business models through “two-track development with both online and offline paths” and “parent-subsidiary coordination and linkage,” thereby building a distinctive business paradigm.

On one hand, while consolidating its existing offline service foundation, it expands cooperation in online traffic scenarios. It introduces leading internet platforms with payment-scenario data, promotes a dual-path transformation development model with offline as the main and online as the supplementary channel, embeds deeply into the consumer ecosystem, and builds differentiated,特色化 product and service systems.

On the other hand, leveraging the advantages of Industrial Bank’s parent institution, it deepens parent-subsidiary coordination, and links up the three teams of retail customer managers, credit card customer managers, and consumer finance customer managers within the group’s branches, establishing an integrated customer acquisition and marketing mechanism—realizing “a single face to serve customers.” The coordinated pilot regions have already expanded to 9. Through deep linkage with resources of local branches, it matches customers’ financial needs precisely, and coordinated business achieves large-scale implementation. It is reported that in 2026, Industrial Bank Consumer Finance will comprehensively broaden the scope of coordinated marketing coverage, precisely connect coordination channels for resource sharing, business promotion between entities, and customer connectivity, and drive simultaneous improvements in coordination efficiency and business scale.

At the new starting point of the opening of the “15th Five-Year Plan period starting in its 15th year,” the evolution of the consumer finance industry has by no means come to an end. However, Industrial Bank Consumer Finance’s practice has already proven that: when an institution truly adheres to a customer-centered approach, when product innovation anchors on real needs, when technology application empowers service upgrades, and when model building focuses on long-term resilience, high-quality development is no longer an abstract slogan, but an accessible and tangible reality. Seek the best quality for long-term progress, and move forward steadily for long-term success. This is both the answer of Industrial Bank Consumer Finance as it navigates cycles, and also a vivid footnote to the industry’s move toward high-quality development.

This article is for reference only and does not constitute any investment advice.