在支付宝推出装修宝前，一些装修企业已经开始和金融机构合作探索后付费模式。2025年6月，圣都家 装与中信银行推出资金存管业务，名匠装饰、点石家装等家装企业联合平安银行推出家装资金安全保 函。 陈炜说，家装企业重营销、轻服务，差的服务很少被惩罚，爱空间希望通过与家装宝合作建立一个服务 得到奖赏的闭环，倒逼企业提升服务。 后付费模式 （原标题：装修业探索后付费模式） 经济观察报 记者 田国宝 2025年12月上旬，爱空间与支付宝旗下的家装宝签署资金存管合作协议。爱空间创始人陈炜说，2026年 3月起，爱空间的装修业务将全部转为后付费模式。 传统家装行业采取预付费模式，客户与装修公司签订完装修合同，需要支付部分或全部装修款；后付费 模式下，客户不需要预先付款，双方签订合同确定装修金额，业主将金额转入支付宝专户，按照装修节 点验收，确认满意后支付相应款项。 支付宝于2025年7月推出家装宝业务，目前在上海、杭州、贵阳、昆明、重庆、长沙、青岛、南宁等地 与数十家装修企业达成合作协议，爱空间是家装宝在北京合作的首家装修企业。 相比之下，后付费模式将总工程款按施工节点分配，节点验收合格后支付对应比例款项，竣工节点支付 最后 ...

破解家装行业痛点，重拾消费信心，一改"先交款、后服务"的行业规则，爱空间携手支付宝，推 出"钱随进度走，款按质量付"的家装全流程新模式，正在用实际行动给寒冬中的家装业带来希冀。 在电商领域，资金由第三方平台存管、"确认收货"后再付款早已是普遍模式，这么"香"的支付模式 能不能搬来夯实家装行业的信任基石？爱空间直面行业沉疴，肩负起品牌责任，与支付宝牵手，正是以 主动破局的姿态推动行业信任革新的初衷。 在陈炜看来，家装行业是既具备了产品属性，又具备了服务属性的行业，它的供应链，它的产业功 能，它显示出来的样板间的产品，包括它的数字化的信息系统，其实是一个产品属性。但是我们的设计 师服务、管家服务更多的是一个服务属性。 "今天消费者在这个时代越来越需要一个好的服务呈现出好的品质，好的贴心的体验，来完成这件 事情，所以只有通过把主动权交回给客户，真正让客户满意了，才能释放出来资金，让装修公司得到资 金的确认，是能够把这个行业的服务再拉伸到一个更高的台阶，我们希望通过这样的方式倒逼自己把服 务做得更好，我相信这种方式势必一定会让我们爱空间自己把服务做得更好，这是一个主动权交换的问 题。"陈炜说。 与支付宝合作之后，爱空 ...

Core Insights - Alipay's "Home Decoration Treasure" service has gained significant attention, attracting over 50,000 homeowners for appointments within three days, reflecting the urgent demand for quality upgrades in the home decoration industry [1] - The rapid rise of this service highlights the industry's shift towards regulatory compliance and quality assurance following a series of trust crises due to previous financial collapses [1] Group 1: Industry Challenges - The collapse of "internet celebrity decoration companies" like Zhu Fan Er, which left over 800 unfinished projects and millions in supplier debts, exemplifies the industry's ongoing issues [4] - Consumer complaints in the furniture sector reached 33,822 in 2024, a 20.95% increase year-on-year, revealing three critical problems within the industry [5] - The prevalent "fund pool" model, where companies collect advance payments from homeowners while withholding payments to suppliers, has been identified as a core reason for financial failures [5] Group 2: Industry Response and Recovery - In response to the crisis, industry associations and leading companies have collaborated to establish a protection network for consumer rights, transitioning from crisis management to systematic upgrades [6][7] - The establishment of a "rescue alliance" consisting of 12 qualified decoration companies has helped restart construction on 237 halted projects, with over 30% of supplier debts resolved through debt restructuring [6] Group 3: Long-term Solutions and Innovations - The China Building Decoration Association is spearheading reforms to address fragmented regulations and misconceptions about advance payment models, aiming to reduce risks of financial collapse [7] - Leading companies are implementing various initiatives, such as cost reduction strategies and enhanced service commitments, to rebuild consumer trust and improve operational efficiency [8] Group 4: Regulatory Developments - New regulations mandate that renovation loans must utilize third-party escrow services, preventing direct transfers to decoration companies, thereby mitigating risks at the source [9] - The Shanghai pilot "home decoration fund supervision platform" has integrated over 200 companies, ensuring traceability and regulatory oversight of funds [9] Group 5: Market Opportunities - The inclusion of home decoration in the consumer subsidy program for old-for-new exchanges is expected to stimulate market growth, potentially exceeding one trillion in scale [10] - The industry is undergoing a transformation from a "traffic-driven" model to a "value-driven" approach, emphasizing meticulous operations and systemic changes across regulatory, corporate, market, and consumer dimensions [11][12]