大叶股份（300879.SZ）2月10日在投资者互动平台表示，公司2025年已启动与AL-KO的战略融合计 划，本周已经邀请海外重要子公司在公司内部制订新的总体战略、产品、营收、财务等规划，从而进一 步加速融合进程。 （文章来源：每日经济新闻） 每经AI快讯，有投资者在投资者互动平台提问：公司收购AL-KO需要多长时间来磨合融合，要到什么 时候才能带动业绩增长？什么时候才能转化为净利润？麻烦制定个方案，给个完成时间表出来。 ...

Group 1 - The company has initiated a strategic integration plan with AL-KO following the completion of the acquisition [1] - The integration involves collaboration in research and development, procurement, production, and sales [1]

Core Viewpoint - Daya Co. expects a significant increase in net profit for the first half of 2025, marking a milestone as it surpasses 200 million yuan for the first time, with a projected net profit of 200 million to 260 million yuan, representing a growth of 277.71% to 391.02% compared to pre-restructuring levels [2][3] Group 1 - The substantial growth in net profit is attributed to two main factors: high product cost-performance ratio and strong competitiveness, leading to increased revenue, along with the contribution from the newly acquired subsidiary AL-KO [3] - The acquisition of AL-KO has resulted in a significant enhancement of the company's profitability, with the forecasted net profit for the first half of 2025 exceeding the combined net profit from 2021 to 2024 [3] - AL-KO, a well-known European manufacturer of garden machinery, has a strong market presence and technical expertise, which enhances Daya Co.'s competitiveness in the global market [3] Group 2 - Post-restructuring, Daya Co. has improved its global market competitiveness, gaining access to customer resources in Europe and Oceania, thereby increasing its market share and risk resilience [3] - The company plans to establish overseas manufacturing bases to ensure stable and healthy long-term development by replacing manufacturing in high-tariff regions with low-tariff alternatives [3]

Group 1: R&D and Product Development - The company focuses on the development of lithium battery and smart garden machinery products as key future directions, enhancing user experience through advancements in AI, IoT, and battery management technologies [1][2] - Plans to leverage AL-KO's four high-end brands and its own brands to enhance global brand influence through five strategies: mergers, globalization of manufacturing, innovative products, brand operation, and talent development [2] Group 2: Market Strategy and Sales - The primary market for garden machinery is in Europe and the US, with current products mainly for export; however, the company is exploring high-quality domestic projects to promote dual circulation in business [2][3] - The company has established a centralized procurement model to manage raw material price fluctuations, ensuring cost control through strategic stockpiling [3] Group 3: Production and Capacity - The company has manufacturing bases in China (headquarters and Hangzhou Bay), Mexico, the US, and Austria, with future capacity expansion plans dependent on international political and economic conditions [3][4] - The company is actively assessing the impact of tariffs on performance and is implementing measures such as accelerating overseas base construction and strengthening customer relationships to ensure stable operations [5] Group 4: Talent and Human Resources - A global human resources plan is in place to address the challenges of multicultural and multilingual environments, focusing on talent development and retention [4] - The company aims to enhance its product structure and innovation capabilities by continuously investing in R&D and optimizing human resource allocation [4]