Group 1 - The core objective of the control transfer plan is to address long-standing governance issues that have hindered the company's development [1][4] - The transaction involves four distinct parties, with clear functional separation, where Anji Yiqing holds a 25% stake and will lead operations, while three financial institutions acquire 27.22% without seeking control [2][4] - The original controlling shareholder, Ding Furu, has committed not to assist any third party in gaining control, which strengthens the governance structure and aims to end the prolonged control struggle [2][4] Group 2 - A lock-up mechanism is in place to enhance confidence, with Anji Yiqing voluntarily locking in shares for 36 months, exceeding legal requirements, while the financial institutions have an 18-month lock-up [3][5] - The pricing structure shows a differentiated approach, with financial investors acquiring shares at a discount of 10% compared to the market price, while Anji Yiqing pays a premium, reflecting their governance role [3][5] - The complex structure of the transaction is seen as a necessary choice to resolve governance crises, allowing for a clear control transfer and minimizing transaction friction [4][5] Group 3 - The transaction aligns with regulatory policies aimed at enhancing restructuring innovation, supporting traditional industries through mergers and acquisitions to improve industry concentration [5][6] - The introduction of institutional investors holding over 5% as governance checks aligns with the "active shareholder" policy, allowing for capital oversight without interfering in daily operations [6]