Mcglaughlin's Death: Returning To The Mainstream Of Chinese E-Commerce Has Become An Extravagant Hope.

< p > 2013 in the first half of the year, < a > the electricity supplier industry < /a > is still bustling. In June, the electronic commerce price war, many electric business enter the financial business, the rookie, the tax payment, the ravine and so on attract the eyeball movement or the pattern to come one after another. But these hustle and bustle seem to have nothing to do with Mcglaughlin. Besides the price fluctuation of his stock, Mcglaughlin has almost done nothing. < /p >
< p > War Within Three Kingdoms has a lot of netizens criticised by many netizens, the core of which is the upper limit of blood, but with the process of the game, the ceiling will become smaller and smaller. It seems that Mcglaughlin is becoming the "Hua Xiong" in the electricity supplier circle. < /p >
< p > < strong > two quarter loss expanded < /strong > < /p >
< p > August 14th, < a > Mcglaughlin < /a > published the unaudited financial results in the second quarter of 2013 as of June 30th. The report shows that net revenue in the second quarter was $21 million 800 thousand, down 44.1% from the same period last year, a net loss of 6 million 200 thousand dollars, and a net loss of 4 million 900 thousand US dollars in the same period last year. < /p >
< p > according to the financial report, the main components of its income are three parts, which have declined to varying degrees compared with last year. < /p >
< p > the net revenue from the company's e-commerce channel is 6 million 700 thousand US dollars, a decrease of 65.8% compared with 19 million 600 thousand US dollars in the same period last year; net revenue from self operated stores is US $3 million 100 thousand, which is 36.8% lower than that of the same period last year; net revenue from call center is 10 million 500 thousand US dollars, which is 7.8% lower than the US $11 million 400 thousand in the same period last year. < /p >
< p > except for income, Mcglaughlin's index also showed a marked decline. < /p >
< p > as of June 30, 2013, Mcglaughlin held cash and cash equivalents totaling $7 million 200 thousand, compared with $13 million 300 thousand as at December 31, 2012. As of June 30, 2013, Mcglaughlin held restricted use cash amounting to $17 million 900 thousand, while the figure was zero as at December 31, 2012. As of June 30, 2013, Mcglaughlin held a short-term investment of US $10 million 500 thousand, and the figure as at December 31, 2012 was US $20 million 700 thousand. As of June 30, 2013, the total amount of short-term loans was $15 million 400 thousand, and the company had no short-term borrowing as of December 31, 2012. All short-term loans are guaranteed by US $17 million 900 thousand in restricted cash. < /p >
< p > this earnings report can no longer be described as bad. Under this influence, Mcglaughlin, who has gained a good momentum recently, has dropped sharply. < /p >
< p > < strong > embarrassing future < /strong > < /p >
< p > for Mcglaughlin, the more terrible thing is not the dismal financial report, but the endless darkness on the way ahead. According to the documents listed in Mcglaughlin's listing, at that time, more than 80% of Mcglaughlin's sales came from catalogues, mail order, entity management and so on. This shows that "B2C first share" is a concept Mcglaughlin built for listing. After listing, Mcglaughlin tried to transform to B2C, and began to vigorously support his e-commerce platform wheat net. < /p >
Less than P, the product layout of left and right hand stroke is also a fatal injury. Judging from the products of the wheat net and Mcglaughlin retail outlets, the product categories are basically not differentiated. The same category is sold online and offline, but the intensity of discount is different, so it is bound to compete with each other. At present, Mcglaughlin has multiple lines of business, but each business system and ideas are not consistent, which makes Mcglaughlin separate. It is worrying that Mcglaughlin has never found an effective growth mode beyond the original catalogue mail order and B2C business. The rapid growth of its original business has almost exhausted the growth potential. How to find new growth points is a key challenge for Mcglaughlin. < /p >
< p > at present, domestic a > electricity supplier < /a > the most popular gameplay is still the price war to drag down competitors and increase the gross profit margin on the market scale. This expansion mode is now unacceptable to Mcglaughlin. < /p >
< p > at present, Mcglaughlin has been completely backward in the core competitiveness of logistics, warehousing, supply chain and so on. It has become a luxury to return to the first or even the second camp of China's electricity supplier. < /p >
< p > it is noteworthy that Mcglaughlin had been neglected by securities analysts for second consecutive quarters. No analyst called to ask questions at the earnings interpretation conference. < /p >