证券代码：300635 证券简称：中达安 中达安股份有限公司 二〇二五年六月 发行人声明 记载、误导性陈述或重大遗漏，并对其内容的真实性、准确性、完整性和及时性 承担个别及连带责任。 《上市公司证券发行注册管理办法》 等要求编制。 责；因本次向特定对象发行股票引致的投资风险，由投资者自行负责。 声明均属不实陈述。 项的实质性判断、确认或批准，本预案所述本次向特定对象发行股票相关事项的 生效和完成尚待上级主管单位或有权国有资产监督管理部门审批、备案程序，取 得公司股东大会审议通过、深圳证券交易所审核通过并经中国证券监督管理委员 会注册。 议审议通过，尚需上级主管单位或有权国有资产监督管理部门审批、备案程 序、公司股东大会审议通过，深交所审核通过且经中国证监会同意注册后方可 实施。 经与公司签署了《附条件生效的股份认购合同》。本次发行完成后，厦门建熙将 成为公司的控股股东，王立将成为公司的实际控制人。本次发行将导致公司控制 权发生变化。 发行价格为 8.70 元/股，不低于定价基准日之前 20 个交易日（不含定价基准日当 日，下同）上市公司股票交易均价的 80%（定价基准日前 20 个交易日股票交易 均价=定价基 ...

在全球化加速推进、科技迅猛发展的当下，上海益航网络科技有限公司（下称：益航科技）凭借核心产 品智能手推车航旅小U，在全球智慧机场建设的浪潮中大力加速出海步伐，全力构建全球智慧机场生态 版图。 航旅小U之所以能在全球市场受到广泛关注和认可，得益于其强大的数字化技术。它深度打通了商旅用 户旅程全域，从线下智能设备交互到线上生态链服务，实现了从机场航旅生态圈到出行生态链的全覆 盖。 正如金洋所言："航旅小U的金属骨架里，流动着中国数字化基建的基因，智能化服务基因"。益航科技 以航旅小U为核心，在全球机场智慧化升级浪潮中抢占先机，不仅为全球机场实现智慧运营提供有力支 撑，更为品牌全球化发展注入了强劲动能，逐步成为驱动全球航旅产业变革的先锋力量。 航旅小U新UI4.0系统全面整合了航班服务、本地商业、品牌福利等核心功能模块，旅客无需在多个应 用或界面之间切换，就能一键查询航班动态、出行权益及品牌服务资源。同时，它采用动态交互设计与 多层级信息导览技术，使界面更加友好、操作更加便捷。此外，航旅小U还深度整合了机票预订、酒店 住宿、租车服务等出行刚需功能，并创新性地将充电服务与"心愿商城"联动运营，为旅客提供了更多的 便利 ...

Core Insights - The article discusses the significant transformation faced by Chinese foreign trade enterprises as they shift focus from export to domestic consumption amidst changing global trade dynamics and rising domestic demand [1][6] Group 1: Market Dynamics - China's total export value decreased by 3.8% year-on-year in the first five months of 2025, while retail sales of consumer goods grew by 6.7% in the same period [1] - Many foreign trade factories are abandoning their "Made for Export" labels to target the domestic market of 1.4 billion consumers [1] Group 2: Product Logic and Brand Development - Foreign trade enterprises traditionally operated with a "B-end thinking," focusing on order-based production, but the domestic market requires a "C-end battlefield" approach where consumer engagement and storytelling are crucial [3] - A clothing factory in Dongguan found that size standards for exports to the U.S. needed adjustments for the domestic market, highlighting a disconnect in product understanding [3] - Long-term reliance on OEM has led to a "brand deafness" in foreign trade companies, making it difficult for them to market products effectively in the domestic market [4] Group 3: Channel Strategy and Competition - Foreign trade companies often struggle with channel strategies, facing high entry fees in traditional supermarkets and algorithm-driven challenges in e-commerce [4] - Domestic brands have optimized "cost-performance" ratios, exemplified by Xiaomi's rapid price reductions in TWS earphones, contrasting with foreign trade companies' pricing strategies [4] Group 4: Innovation and Adaptation - Companies are encouraged to innovate product offerings, such as developing scene-specific products and integrating cultural elements into designs to appeal to modern consumers [5] - The establishment of "digital twin factories" and the adoption of advanced technologies like AI and robotics are recommended to enhance supply chain flexibility [5][7] Group 5: Talent and Organizational Structure - Companies are advised to create roles like "Chief Transformation Officer" to oversee domestic sales strategies and recruit younger talent to foster innovation [6] - Implementing a culture of internal entrepreneurship and utilizing management tools like OKR can help bridge the gap between foreign trade and domestic sales teams [7]