Unidentified Analyst: My first question is, you mentioned that you have deployed an online purchase offline service strategy. So could you elaborate more on this strategy and what do you aim to achieve with this strategy? And my second question is your major peers have moved towards creating health and insurance or medicine and insurance to facilitate customer acquisition. So what are your key customer acquisition strategies? And how do you plan to optimize your customer acquisition cost? Thank you.
Kwok Tam: Okay. Thank you for your questions. So with respect to the first question on the online/offline strategy, I think we have been telling the market for quite some time by now that we have always wanted to pursue an integrated model with online customer acquisition and offline customer service comprehensive kind of strategy. And this year, we will be able to accelerate the development of this finally after the post-COVID era where we can really push things on the ground and to deploy human resources over the country. So by now, we have already deployed significant human resources on the ground in over 17 potential areas in China. So, with respect to the specific locations, in addition to your traditional Tier 1 and other Tier 2 cities, which we all know and which will be necessary coverage for us already.
We have further expanded our geographical coverage to places like Hubei, Jilin, Jiangsu, Zhejiang, Hainan. So these areas are also representing the top 20 GDP per capita regions of China, and these are the important areas where we want to expand our off-line coverage from a services standpoint. So to put expand on our strategy, I think we have already accumulated 8.7 million customers, paying customers on our platform. And we have reached to a point where we want to further improve our ability to service these customers and to further try to upsell these customers for higher-value products, which includes insurance products, which also includes other products for example, healthcare services, eldercare services. And with the offline locations, we are now able to have a face-to-face interaction with these high-value customers that we can try to upsell and therefore, we will be able to further maximize the long-term value of the LTV potential of these high-quality customers, which we all have been witnessing in the last 2 years, we know we have started from a relatively lower ticket size protection product, RMB4,000 kind of critical illness product.
Now we’re already selling RMB40,000 type of savings products at the long-term whole life insurance products. So we are seeing that trend continue as our customers further mature and further accumulate wealth. And we’re able to – if we were able to service them in an offline context, we were able to connect them with a higher premium customers service percentages or agents who will, we were able to further increase the lifetime value potential for our customer base. So that’s one very important element of the strategy. The second element of the strategy is the new To-A, To-C business line that we have deployed starting last year, which have already surpassed RMB200 million for the year along last year, and now we’re already seeing almost RMB100 million in the first quarter.
