每5秒，宜家就会在世界某地售出一个比利书柜。这意味着每年有超过600万个比利书柜销往几十个国家，无论语言、文化还是货币差异。 为什么宜家能做到这一点？ 因为从一开始，宜家就没有把自己定位为一家瑞典企业，而是选择打造一个全球品牌。 对于今天的中国企业而言，这个案例尤其具有启发意义。在全球化浪潮中，越来越多的中国企业开始思考：如何从本土成功走向国际舞台？ 答案可能就在迪拜。 作为连接东西方的国际商业枢纽，迪拜正以其独特的地理位置、政策优势和商业环境，吸引着越来越多寻求全球化发展的企业。特别是对中国企业而 言，迪拜不仅是进入中东非市场的重要门户，更是构建全球业务网络的战略要地。 全球化：从选择到必然 在如今的商业环境中，全球化发展已经不再是一种战略选择，而是关乎企业生存的核心能力。 虽然专注本土市场看似是稳妥的选择，但这样做会限制增长潜力。更重要的是，这还会让企业暴露在本地经济衰退或市场饱和的风险之中。 而那些制定全球扩张计划的企业，天然具备了适应能力，能够实现收入来源多元化，并保持更快的创新步伐。 中国企业全球化路径上的挑战 1. 确保商业模式具备可扩展性 如何确保企业的商业模式能够灵活适应不同国际市场环境的复杂 ...

Core Viewpoint - The legal opinion letter confirms that the procedures for convening and holding the 2025 Fourth Extraordinary General Meeting of Red Star Macalline Group Corporation Limited comply with relevant laws and regulations, and the qualifications of attendees and the convener are valid [1][9]. Group 1: Meeting Procedures - The company published the notice for the 2025 Fourth Extraordinary General Meeting on June 14, 2025, across various platforms, including the Shanghai Stock Exchange website and several newspapers [3]. - The meeting was held on July 4, 2025, at the Meikailong Global Center, with the chairman presiding over the session [3][4]. Group 2: Attendee Qualifications - A total of 471 attendees participated in the meeting, representing 1,978,062,271 shares, which is 45.43% of the total voting shares [4][5]. - The qualifications of the attendees were verified through appropriate documentation, ensuring compliance with legal requirements [6]. Group 3: Voting Procedures and Results - The voting was conducted through a registered voting method, with results verified by representatives from various parties, including the law firm [7]. - The proposal to provide guarantees for financing to financial institutions received 99.88% approval from the voting shares, indicating strong support from shareholders [8].

Core Viewpoint - NITORI, Japan's largest home goods chain, initially planned to expand aggressively in mainland China but has since shifted to a contraction strategy, closing numerous stores within a year, raising questions about its market judgment and operational strategy [2][8]. Group 1: Financial Performance - For the fiscal year 2024, NITORI reported sales of 928.9 billion yen (approximately 45.91 billion RMB), a year-on-year increase of 3.7%, but operating profit decreased by 5.8% to 120.3 billion yen (approximately 5.95 billion RMB), and net profit fell by 11.1% to 76.89 billion yen (approximately 3.8 billion RMB) [2]. - The company's pure sales from its brand business reached 821 billion yen (approximately 40.58 billion RMB), reflecting a 4.5% year-on-year growth, indicating overall performance was subpar with two consecutive years of revenue growth but profit decline [2][4]. Group 2: Market Structure and Strategy - The sales structure shows that physical stores accounted for 76.6% of total sales, a decrease of 2.5 percentage points, while online sales and overseas markets saw increases, highlighting significant growth in online and international business despite volatility in the mainland China market [3][4]. - NITORI's international expansion strategy includes opening 54 new stores overseas in the fiscal year 2024, with 23 of those in mainland China, indicating a focus on international growth despite domestic challenges [8][9]. Group 3: Operational Adjustments - NITORI plans to adjust its store opening strategy in mainland China, aiming for a more rational approach by focusing on smaller, high-yield locations and enhancing product offerings to improve sales per square meter [11][12]. - The company is also revising its supply chain management to reduce costs and improve efficiency, indicating a proactive approach to adapt to changing market conditions [11][12]. Group 4: Competitive Landscape - NITORI's performance is contrasted with that of MUJI, which has seen significant growth in health and beauty product sales, suggesting that NITORI may be lagging in product innovation and market appeal [15][16]. - The company is entering the saturated home appliance market, which poses risks given the lack of growth potential in this sector, highlighting a strategic shift that may not align with market trends [18][19]. Group 5: Digital Transformation - NITORI is focusing on enhancing its internal IT systems to support operational efficiency, with plans to increase its IT workforce and improve digital capabilities, reflecting a commitment to modernizing its business processes [21][23]. - The company emphasizes the importance of cultivating a skilled workforce capable of leveraging digital tools, which is crucial for achieving long-term strategic goals [24][26].

特斯拉展车与意大利沙发共享同一层空间，光伏充电桩在电器展厅悄然运行——这并非概念展厅的科幻 布景，而是红星美凯龙（601828）在全国数十座家居Mall铺开的商业场景实验。 当传统汽车渠道陷入"4S店过重、商超店过贵"的双重困局，作为拥有39年历史、超400家商场的家居巨 头，红星美凯龙正凭借其"超级规模、超级用户、超级场景"的三重优势，以创新的成本公式和生态融合 模式，在价值5万亿的汽车市场构筑全新生态位。 两个行业的双向奔赴 2023年，中国汽车市场正经历结构性变革——新能源汽车渗透率飙升至31.6%，后市场规模达1.6万亿 元，而传统4S店退网超过2540家,创下历史新高，渠道重构战役已经打响。与此同时，随着智能座舱配 置率突破60%，汽车作为"移动生活空间"的属性正加速凸显，与"家"的界限日益模糊。小米、华为、理 想率先喊出"人车家"概念，成汽车行业热词。 同年，建发集团入主后的红星美凯龙开始筹谋汽车业务，探索"车居一体"新模式。同属建发大家庭的建 发汽车的助力让红星美凯龙如虎添翼，不到一年时间就在成都联合打造落地汽车智能生态综合体"π空 间"，同时布局从新能源汽车到高端二手车、平行进口车、汽车改装及 ...

盛夏，深圳市洪湖公园内，百亩荷塘碧叶无边，满池荷花竞相绽放。6月12日至7月6日，以"荷美深圳万 象共生"为主题的2025深圳荷花赏在洪湖公园如约而至。来自中国、泰国、越南、美国等主要产荷地的 各类珍稀荷花品种，还有寓意好运连连的"双生奇花"并蒂莲、太空莲"星空牡丹"等，吸引着无数市民游 客前往观赏打卡。 荷美生活新场景 本届荷花赏通过"公园+N"创新模式，以花为媒打造成为集荷花展赏、文化体验、艺术展示、科技创 新、消费场景于一体的综合性花事活动，通过场景、活动等多维升级，带旺赏荷新消费。 洪湖公园种植荷花已有30多年历史，荷花种植规模和品质不断提升。从一片洪泽之地，到如今的百亩荷 塘，洪湖公园荷花种植面积达17万平方米，盛花期预估超过100万朵荷花。历经沉淀，这里已拥有荷花 品种700余种，涵盖中国莲系的古典风韵、美洲莲系的异域情调及杂交品种的创新特质，形成姹紫嫣 红、千姿百态的活体荷花博物馆。超1.2万平方米的品荷园荷花专类园，不仅有"星空牡丹"太空莲、古 代莲等各类精品荷花和睡莲，且建立起了集科研保育、科普教育、景观展示于一体的荷花生态体系。洪 湖公园已成为粤港澳大湾区生态文化的重要地标。 "为创造源源 ...

近日， 未可知人工智能研究院讲师 Jeffrey 为 爱依瑞斯 举办了一场主题为 "AI赋能新零售，助力家居业务增长 "的培训 ，深入探讨了AI技术 在家居销售的革命性应用。AI正在深刻改变家居零售行业的游戏规则。 Jeffrey用一个翻译案例开启了课程。传统人工翻译15万字的书籍需要1.8万元和20天时间，而使用AI工具仅需5小时，成本几乎可以忽略不 计。这个对比让学员们直观感受到AI带来的效率革命。他借用二战时期日军因固守步枪而轻视冲锋枪的历史教训，形象地比喻当下企业如果不 及时拥抱AI技术，就会在竞争中处于劣势。 课程最后，Jeffrey引用英伟达CEO黄仁勋的话作为结语："未来每一份工作都会受到AI的影响，有的岗位会消失，新的会出现，而剩下的则会 被重新定义。"这引发了学员们的深思。随着AI技术的快速进化，家居行业的增长密码就在于选择合适的工具、找到落地场景、建立有效的人机 协作机制。 合作联系微信：duyuaigc 针对家居行业的具体痛点，Jeffrey给出了切实可行的AI解决方案。当产品展示遇到困难时，可以使用即梦AI一键生成3D效果图；面对高昂的 营销成本，可以通过DeepSeek结合飞书多维表 ...

日前，红星美凯龙在北京的五家家居卖场进一步升级服务管家平台，在商场显著位置公示消费者诉求、 品牌满意度等。这一举措以透明化、公开化、监督化为核心，通过公示入驻商家的投诉数据、处理结 果、品牌满意度和征集消费者意见，不仅为消费者提供了客观的选购参考，更携手家居品牌提升产品及 服务质量，共同推动家居消费环境优化，持续提升消费者满意度。 把客情"晒"在阳光下 据红星美凯龙客服人员介绍，客情公示和品牌满意度公示依托多维度的体系化设计，并非简单的数据罗 列，而是通过动态化的信息追踪机制，保障信息能够实时反映真实状况，为决策提供具有参考价值的深 度洞察。商场还会根据品牌投诉量、处理时效、满意度等指标数值来帮助和督促品牌提升产品和服务质 量。"必须把每一单的产品及服务都做到让消费者满意，才能确保服务管家平台的零投诉。"红星美凯龙 相关客服人员表示。 一位准备购买沙发的消费者点击了四层沙发品牌情况，她一边看电子屏，一边说道："商场公开这些信 息很有意义，能帮助消费者更客观地挑选沙发。其实并非一看到品牌有投诉就直接排除，我更在意投诉 的缘由及处理情况，要是投诉因服务问题而起，且品牌后续妥善解决了，这样的品牌我依然会考虑。" " ...

在中国快速进入深度老龄化社会的背景下，"家"的定义正在被重新诠释。宜家中国联合第一财经·未来预想图发布的《2025年代际友好家居趋势报告》，通 过对上海、重庆、哈尔滨13个家庭的深度家访及1101份问卷调研，揭示了银发族群的真实生活图景与家居需求——未来的家，需要容纳每一代人的生活习 惯，更要接住代际之间的情感牵挂。 今天分享的是：2025年代际友好家居趋势报告 报告共计：35页 2025代际友好家居趋势：当银发族的家不再只是"适老化" 银发族画像：从"被动养老"到"主动生活" 中国65岁及以上人口已达2.2亿，占全球老年人口的1/4。这个庞大群体并非"铁板一块"，而是呈现出鲜明的年龄分层特征：50-64岁的"准老人"仍处于职业生 涯晚期，热衷文娱消费与抗衰老管理；65-74岁的低龄老人刚退休，将短途旅行与老年大学纳入生活日常；75-89岁的高龄老人更依赖医疗保健服务；90岁以 上的长寿老人则侧重精神陪伴。 值得关注的是，"活力老人"正打破传统衰老叙事。他们中有人退休后重返职场，有人在迪士尼乐园打卡，还有人成为刀郎演唱会的购票主力。数据显示，55 岁以上人群中，超六成每年至少旅游一次，60后、70后在刀郎上海 ...

Core Insights - The celebration marks the 23rd anniversary of Red Star Macalline's presence in Tianjin, highlighting the brand's evolution and its integration with the city [1][3][11] - The event featured brand ambassador Dilireba, who engaged with the audience, enhancing the brand's youthful image [5][9] - Red Star Macalline is shifting from a traditional home furnishing retailer to a lifestyle leader, focusing on scene-based, high-end, and intelligent strategies for future growth [11][13] Strategic Developments - The "3 + Star Ecosystem" strategy and the "M + Home Design Center" were key highlights, indicating a dual focus on high-end appliances and comprehensive design services [6][8] - The company plans to introduce 2,000 design studios and over 8,000 designers by 2025, aiming to create the largest home design service network in China [8] Brand Engagement - The celebration included interactive segments like the "Wishing Bottle" where audience members shared their hopes for the brand, showcasing community engagement [9] - The event concluded with a symbolic cake-cutting ceremony, emphasizing the brand's connection with its customers and the local community [9][13]

Core Insights - The article highlights the dynamic economic vitality of Bao'an, Shenzhen, illustrated by the opening of an IKEA store and the successful launch of a local company, Yingshi Innovation, on the STAR Market, showcasing Bao'an's unique connection to the global consumption chain [1][10]. Group 1: IKEA's Strategy - IKEA has shifted its traditional strategy by opening smaller stores in shopping centers closer to young consumers, exemplified by the 1,455 square meter store in the Daqianli Shopping Center, which features six lifestyle display areas and over 1,000 popular home goods [2][6]. - This approach reflects a deep understanding of Bao'an's unique consumer potential, targeting local young families [6]. Group 2: Demographics and Market Potential - Over the past decade, Bao'an's resident population has surged by over one million, creating a consumer market exceeding 5 million, with 50% of the population aged between 14 and 35, indicating strong demand for fashionable and quality home products [7]. - The proximity of the IKEA store to Shenzhen Bao'an International Airport, approximately 10 kilometers away, enhances efficient delivery and responsiveness to local consumer needs [7]. Group 3: Economic Growth and New Developments - Bao'an ranked second in Shenzhen for total retail sales last year, attracting 107 new stores of various types [10]. - Upcoming projects include the world's largest indoor snow center and the first Sam's Club in Bao'an, indicating a shift from traditional retail to experience-driven consumption [10][12]. Group 4: Yingshi Innovation's Success - Yingshi Innovation's X5 panoramic camera saw a 285% increase on its first day of trading, reflecting global capital's recognition of "Bao'an technology" [14]. - The company's successful overseas crowdfunding and sales strategies have positioned it as a leader in the global market, with 23 products holding the number one market share globally by the end of 2024 [14][16]. Group 5: Innovation Ecosystem - The article emphasizes the importance of an innovation ecosystem in Bao'an, which is fostering a continuous connection with the world through a model of "importing technology and exporting solutions" [20][22]. - Bao'an is developing into a benchmark city for open scenarios, adding over 100 new open scenarios annually, which accelerates local enterprise growth and attracts global innovation elements [20][22].