A：The retail transaction volume grew 154% year over year, which marks the fifth consecutive quarter of year-over-year growth above 140%, indicating strong and sustainable growth potential for the company's model.

A：The new large-scale superstore model experienced strong business ramp-up and operational maturity. It had an initial retail inventory of 250 units in March and consistently maintained approximately 30-day inventory turnovers. The store's profitability is improving rapidly alongside its sales growth.

A：The company is actively exploring the integration of AI technologies into its business operations to enhance efficiency and scalability over time.

A：The zhezhi super store has a plant floor area of approximately 150,000 square meters, can accommodate up to 5,000 vehicles, and is the company's fourth large-scale superstore following Ji'an Hefei and Wuhan. The store's opening significantly strengthens the company's market presence in Hubei province, a major transportation hub with a large population and vehicle transaction scale.

A：China's used car market has been heavily influenced by aggressive price competition in recent years, particularly from the new car segment. However, following the introduction of series policy guidelines by the Chinese government, price competition and destructive pricing in the new car market have moderated, leading to a phase of margin improvement for the company's Wuhan Super Store.

A：The company expects retail transaction volume to be in the range of 13,000 to 14,000 units in the third quarter, showing year-over-year growth of over 130%. Total revenue is expected to be between 830 million RMB and 860 million RMB.

A：The company manages profitability during expansion by carefully planning each new Super store from a business and financial perspective. They focus on raising the level of standardization and high-quality replication across stores through upgrading digital management systems and improving organizational efficiency to reduce early-stage cost pressure and losses.

A：Opening a new Super store requires an investment of approximately 8 to 10 million US dollars. Financially, it typically takes two to three years for a new store to reach break-even and maturity. Once mature, each store is expected to generate enough profit to support the launch of another new store.

A：The company is not overly concerned about funding due to its consistent over 100% year-over-year growth and the early signs of recovery in capital markets. They are confident in their ability to raise sufficient capital in line with their expansion plans.

A：The successful and rapid operation of the Wuhan Super store was attributed to the maturity and replicability of the digital business management system refined over four years. This system benefited from a self-reinforcing flywheel effect of transaction data, improving efficiency in sourcing and sales. Additionally, the business processes were fully standardized, and the organizational and talent development systems were well established, supported by an experienced management team and a talent development cycle of one to two years.

A：The success in Wuhan is expected to be replicable in other new Super stores due to the established business processes and digital system. The competitive environment in the market includes dealers with advanced operating practices and varying business models. However, the Super store model stands out with a broad selection, better value for money, high-quality assurance, and a convenient one-stop service experience. This business model resonates well with the target customers, evidenced by a purchase rate of over 40% for every 100 customer visits.