证券代码：601828 证券简称：美凯龙 编号：2025-063 红星美凯龙家居集团股份有限公司 红星美凯龙家居集团股份有限公司 关于持股 5%以上股东所持公司股份拟被司法强 制执行的提示性公告 本公司董事会及全体董事保证本公告内容不存在任何虚假记载、误导性陈 述或者重大遗漏，并对其内容的真实性、准确性和完整性承担法律责任。 一、本次司法强制执行的基本情况 近日，红星美凯龙家居集团股份有限公司（以下简称"公司"）收到红星美凯 龙控股集团有限公司转发的上海市浦东新区人民法院（2025）沪 0115 执 18930 号的执行裁定书，现将有关情况公告如下： 1、请华泰证券股份有限公司上海虹口区飞虹路证券营业部协助将被执行人 常州美开信息科技有限公司持有的公司 43,023,000 股股份冻结状态调整为可售 冻结，并控制被执行人常州美开信息科技有限公司资金账户； 原冻结案号：（2025）沪 0115 执 18930 号，冻结期限 2025 年 7 月 22 日至 2028 年 7 月 21 日。 拟被执行人及其一致行动人持股变动情况如下： 1 红星美凯龙家居集团股份有限公司 | | | 股 | 强制执行前持有股份 | ...

Core Viewpoint - The article highlights how AI has permeated and reshaped the home furnishing industry, with Red Star Macalline leading the transformation through digital design, smart stores, precise marketing, and intelligent home scenarios, aiming to provide a new paradigm for the transformation of physical retail in China [1][4]. Group 1: Business Model Transformation - Red Star Macalline is committed to the integration of home appliances, home furnishings, and home decoration, achieving a fundamental transformation of its business model and evolving into a "destination for AI home living" [1][5]. - The company has upgraded its Shanghai Global Home 1 store's appliance section to "Mega-E Smart Electric Oasis," increasing the operational area from 16,000 square meters to 33,000 square meters and the number of brands from 57 to 103 [6]. Group 2: Technological Innovation - Red Star Macalline has introduced various digital tools that play significant roles at the consumer, merchant, and designer levels, enhancing the shopping experience and supporting the upgrade of physical retail [4][7]. - The company utilizes AR/VR technology to provide virtual home matching services, allowing consumers to preview home effects before purchasing, thus reducing buying risks [7]. - The "Merchant Pass" platform simplifies operations for thousands of merchants by providing a unified online management system covering contract signing, rent payment, and data analysis [8]. Group 3: Designer Engagement - The M+ Designer System connects thousands of designers through digital means, enhancing the average transaction value and conversion rates for merchants by integrating design solutions, material supply chains, and consumer needs [8][11]. - This system facilitates a full-service process from conceptualization to implementation, positioning designers as "super connectors" who provide personalized solutions to consumers [8]. Group 4: Future Outlook - Industry insiders believe that Red Star Macalline will continue to increase its investment in AI, driving technological innovation and product upgrades to create a more intelligent home living experience [11][12]. - The ongoing evolution of Red Star Macalline is seen as a potential new paradigm for upgrading physical retail in the home furnishing sector, blending technology, commerce, and living ideals into a dynamic future lifestyle map [11].

Core Insights - Red Star Macalline is undergoing a strategic transformation to embrace a younger lifestyle, moving beyond traditional real estate thinking and creating a multi-functional space that integrates high-end appliances, new energy vehicles, and dining experiences [3][6][14] Group 1: Strategic Shift - The company is redefining its retail space from a single-function transaction platform to a comprehensive lifestyle hub that resonates with younger consumers [3][14] - The introduction of brand ambassador Dilireba is a key move in the company's strategy to attract younger demographics, recognizing the need to connect with this consumer group for future survival [4][6] Group 2: Market Trends - The rise of Generation Z as a significant consumer force is prompting Red Star Macalline to adapt its offerings to meet their preferences for personalized, tech-savvy, and sustainable home solutions [6][10] - Over 55% of consumers aged 26-45 prefer new energy vehicles over traditional fuel cars, indicating a shift towards sustainability that the company aims to capitalize on [6] Group 3: Business Model Evolution - Red Star Macalline is integrating home appliances, home decor, and home renovation into a cohesive business model, with a target structure of 60% for building materials and furniture, 15% for appliances, 15% for home decoration, and 10% for new business formats [7][8] - The company has initiated the "3+Star Ecosystem" strategy to create a closed-loop system that enhances synergy among its core business areas [8] Group 4: Consumer Engagement - The establishment of M+ high-end home design centers reflects the company's understanding of the evolving needs of young consumers, shifting from merely selling products to providing comprehensive lifestyle solutions [10] - The company has signed over 1,000 design studios and nearly 5,000 designers to enhance its engagement with young consumers and convey its brand aesthetics [10] Group 5: New Business Ventures - Red Star Macalline is expanding into the automotive sector, with a new 20,000 square meter automotive theme pavilion launched in July, showcasing its commitment to integrating new energy vehicles into its retail ecosystem [12] - The automotive business has already established a presence in 44 cities, with a total signed area exceeding 260,000 square meters, indicating strong growth potential [12]

Core Insights - The article highlights the transformation of the home furnishing industry through AI integration, with Red Star Macalline leading the charge by investing in digital design, smart stores, and precise marketing to meet evolving consumer demands [1][2][8]. Group 1: Business Model Transformation - Red Star Macalline is advancing its goal of integrating home appliances, home furnishings, and home decoration, resulting in a fundamental change in its business model [1][2][6]. - The company has evolved from a "multi-brand smart scene" in 2019 to a design-driven entity, ultimately becoming an "AI home life destination" [2][3]. Group 2: Mega-E Smart Electric Oasis - The Shanghai Global Home 1 store's electrical pavilion has expanded from 16,000 square meters to 33,000 square meters, increasing the number of brands from 57 to 103, addressing consumer needs for scale and variety [5]. - The "Mega-E Smart Electric Oasis" features personalized exhibition halls for different consumer segments and offers a one-stop service that includes design, installation, and recycling, creating a complete service loop [5][6]. Group 3: Technological Innovations - Red Star Macalline has introduced various digital tools, including AR/VR technology for virtual home matching and an intelligent shopping guide system that analyzes consumer preferences for personalized recommendations [8][9]. - The M+ Designer System connects thousands of designers, enhancing merchant sales and conversion rates by providing a comprehensive service from concept to execution [9][11]. Group 4: Future Outlook - The integration of AI is seen as a comprehensive reconstruction of the business model, where consumer behavior data informs brand development, and successful design solutions are transformed into AI templates for brand empowerment [11]. - Analysts predict that Red Star Macalline will continue to invest in AI, driving technological innovation and product upgrades to create a more intelligent home living experience [11].

Core Insights - The Chinese home furnishing industry is undergoing significant changes, with companies like Red Star Macalline adapting to a competitive environment by extending their business models beyond traditional furniture sales [2][7][10] Industry Trends - The home furnishing sector is experiencing intense competition, leading to a trend where companies are diversifying their offerings to include home design, appliances, and even automotive sales [4][7][8] - Red Star Macalline has opened large-scale automotive theme pavilions and high-end home design centers, indicating a strategic shift in their business model [4][7] Company Strategy - Red Star Macalline's business model is structured as "60-15-15-10," with 60% of revenue from home furnishings, 15% from appliances, 15% from home design, and 10% from new business ventures like automotive and dining [7] - The company is focusing on integrating high-end home design into its ecosystem, aiming to attract younger consumers who value design and quality [11][12] Market Challenges - The rise of e-commerce and mobile internet has disrupted traditional home furnishing retail, challenging companies to adapt their business models to maintain relevance [10][11] - There is a concern that younger consumers may abandon traditional retail models if they do not find value in design and quality, prompting companies to innovate [11][12]

Core Viewpoint - The article discusses the current state of the Chinese home furnishing industry and the strategies employed by Red Star Macalline to adapt and thrive in a competitive market environment [3][4]. Group 1: Industry Competition and Business Transformation - Red Star Macalline is expanding its business model beyond traditional furniture and building materials sales to include home design, home appliances, and automotive sales, reflecting a broader trend in the industry [7][9]. - The company has established over 260,000 square meters of automotive showrooms and more than 730,000 square meters of design centers, with home appliances now accounting for over 10% of its total area [7]. - The business model is structured as "60-15-15-10," where home furnishings make up 60%, home appliances 15%, home design 15%, and new business ventures, including automotive and dining, account for the remaining 10% [7][10]. Group 2: Challenges from E-commerce and Consumer Behavior - The rise of mobile internet and live-streaming commerce has disrupted the traditional home furnishing market, leading to a loss of competitive advantages for many businesses [12]. - Red Star Macalline aims to create an ecosystem that integrates high-end home design, addressing the previous trend of undervaluing design services in the industry [13][14]. - The company is particularly concerned about attracting younger consumers (those born in the 1990s and 2000s), who prioritize design and emotional value in their purchasing decisions [13][14]. Group 3: Strategic Initiatives and Future Outlook - The establishment of the "M+ High-end Home Design Center" is intended to enhance the company's offerings and improve its appeal to younger consumers by providing quality design and products [14]. - Successful case studies, such as a design studio in Nanchang that tripled its annual revenue after joining Red Star Macalline, demonstrate the potential benefits of this strategic direction [14]. - The company seeks to differentiate itself from online competitors by focusing on quality design and products, targeting consumers who value these attributes over low prices [14].

Core Insights - The Chinese home furnishing industry is undergoing significant changes, with companies like Red Star Macalline adapting to survive and thrive in a competitive environment [1] Group 1: Industry Trends - The home furnishing industry is experiencing intense competition, leading to businesses extending their operational chains beyond traditional offerings [3][5] - Red Star Macalline has opened large-scale automotive theme pavilions and high-end home design centers, indicating a shift towards diversified services [2][3] - The company has expanded its business model to include home appliances and automotive sales, with a current business model breakdown of 60% home furnishings, 15% home appliances, 15% home design, and 10% new business ventures [3][5] Group 2: Business Strategy - Red Star Macalline's strategy involves integrating high-end home design into its ecosystem, aiming to attract younger consumers who value design and quality [7][8] - The company is focusing on creating a professional platform that provides value to merchants, rather than diversifying into unrelated business areas [5] - By establishing design centers and collaborating with design studios, Red Star Macalline aims to enhance its service offerings and improve revenue for its partners [7] Group 3: Consumer Behavior - The rise of e-commerce and mobile internet has disrupted traditional home furnishing sales, prompting companies to rethink their strategies [6] - There is a growing concern about retaining younger consumers, who may abandon brands that do not meet their expectations for design and quality [7][8] - Red Star Macalline seeks to differentiate itself from online competitors by focusing on high-quality design and products, targeting consumers who prioritize these attributes [8]

Group 1 - The fifth extraordinary general meeting of shareholders for Red Star Macalline Home Group Co., Ltd. was held on August 15, 2025, in Shanghai [2] - The total number of shares eligible for voting at the meeting was 4,353,687,873 shares, excluding shares in the company's repurchase account [2] - The meeting was chaired by the chairman, Mr. Li Yupeng, and utilized a combination of on-site and online voting methods [2][3] Group 2 - All resolutions presented at the meeting were approved, including the appointment of Mr. Xu Guofeng as a non-executive director [4][5] - The meeting included the revision of several internal management systems, such as the independent non-executive director work system and the external guarantee management system, all of which were passed [4][5] - The meeting's resolutions were categorized into ordinary and special resolutions, with ordinary resolutions requiring a simple majority and special resolutions requiring two-thirds approval [6] Group 3 - The meeting was witnessed by lawyers from Beijing Jindu Law Firm, who confirmed that the procedures and results of the meeting complied with relevant laws and regulations [6]

红星美凯龙（601828）(01528)公布，2025年8月15日举行的临时股东大会结束后，股东批准委任徐国峰 先生为非执行董事。获委任为非执行董事后，徐国峰先生亦担任董事会战略与投资委员会委员。 ...

紅星美凱龍家居集團股份有限公司章程 紅星美凱龍家居集團股份有限公司 章程 中國 上海 2025年8月15日經紅星美凱龍家居集團股份有限公司 2025年第五次臨時股東大會批准 1 紅星美凱龍家居集團股份有限公司章程 | | | | 第一章 | 總則 | 3 | | --- | --- | --- | | 第二章 | 經營宗旨和範圍 | 5 | | 第三章 | 股份和註冊資本 | 6 | | 第四章 | 股份增減和購回 | 9 | | 第五章 | 股份轉讓 | 11 | | 第六章 | 股票和股東名冊 | 12 | | 第七章 | 股東的權利和義務 | 15 | | 第八章 | 股東大會 | 20 | | 第九章 | 公司黨組織 | 37 | | 第十章 | 董事會 | 40 | | 第十一章 | 公司董事會秘書 | 54 | | 第十二章 | 公司總經理 | 54 | | 第十三章 | 公司董事、總經理和 | 55 | | | 其他高級管理人員的資格和義務 | | | 第十四章 | 財務會計制度與利潤分配 | 59 | | 第十五章 | 會計師事務所的聘任 | 63 | | 第十六章 | 公司的合併與分立 | ...