事件：公司拟以现金收购南京万优商业管理有限公司49%的股权。同时，为加强核心团队成员与公司的 绑定，增强公司核心团队的积极性，拟由福建农开发、漳州金万辰、王泽宁、张海国向淮南盛裕实际控 制人周鹏转让上市公司989 万股股份（占上市公司总股本的5.2714%）。为保障上市公司的经营、决策 的稳定性，周鹏及其配偶李孝玉拟将其在标的股份转让过户登记后合计持有的上市公司1229 万股股份 （占上市公司总股本的6.55%）的表决权委托给王泽宁行使。在资产购买协议签署后12 个月内，杨俊将 以集中竞价、大宗交易等方式购买上市公司股份，用于购买股份的总金额不低于本次交易中上市公司向 淮南会想支付的交易对价。 风险因素：区域市场竞争加剧、行业出现价格战、多品类运营能力不及预期、收购和股份转让事项推进 不及预期、食品安全问题。 拟由实控人王泽宁等向核心团队成员周鹏转让上市公司股份，转让股份数为989 万股，占比总股本 5.27%，转让价格128.3 元（对应2025 年8月11 日最新收盘价8 折左右），对应转让支付总价为12.69 亿 元，与周鹏出售股权获得的现金接近，杨俊将用不低于剩余的交易对价在二级市场购买股份，周鹏及其 ...

Core Viewpoint - The article discusses the rapid rise of the community discount chain brand "Ai Zhe Kou," highlighting its unique business model that combines high cost-performance with community service, aiming to meet consumer demands for quality living while strategically positioning itself within the retail ecosystem [3][31]. Group 1: Company Development Stages - The development of Ai Zhe Kou can be divided into three stages: 1. **First Stage (2018-2021)**: The company started as an "inventory solution provider," opening its first 170 square meter store, achieving sales of over 25 million yuan in its first year and attracting 50,000 private domain members [9][10]. 2. **Second Stage (2021-end to 2024-end)**: The company refined its operations, focusing on high-frequency community consumption by introducing essential goods and achieving daily sales of 20,000 to 30,000 yuan per store [13][18]. 3. **Third Stage (Partnership with Three Squirrels)**: Following a strategic partnership with Three Squirrels in 2024, Ai Zhe Kou accelerated its expansion by leveraging supply chain resources and digital capabilities, opening 63 new stores in 45 days across eight provinces [14][16]. Group 2: Business Model and Supply Chain - Ai Zhe Kou has established a flat supply chain system, utilizing a dual-track model of "brand direct supply + regional distributor collaboration" to maximize product flow efficiency [19]. - The product mix consists of approximately 35% soft discount items (imported foods, trending products) and 65% hard discount items (private label and regional custom products), allowing for dynamic adjustments based on market demand [19][22]. Group 3: Customer Engagement and Community Focus - The company has developed a low-cost customer acquisition system, employing dedicated community operation personnel in each store to activate private domain traffic through daily flash sales and group pre-sales, achieving a 40% increase in average transaction value compared to traditional models [22]. - Ai Zhe Kou emphasizes building trust-based community relationships, resulting in a repurchase rate of over 65% [22]. Group 4: Organizational Structure and Management - To address management challenges during rapid expansion, Ai Zhe Kou has implemented an innovative "battle zone + mini CEO" management model, dividing the country into 19 battle zones with a mini CEO for each product category [23][24]. - The focus remains on ensuring store profitability, with a belief that the essence of retail is not merely low-price dumping but creating a win-win value chain [31].