He Lost 46 Million 150 Thousand Last Year Due To Terminal Sales Slump.

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In 2014, the company lost 46 million 146 thousand and 300 yuan, a loss of 0.14 yuan from a year earlier.

During the period, the company achieved operating income of 1 billion 29 million yuan, down 18.25% from the same period last year.

Hinur said net profit in 2014.

The main reason is the macroeconomic impact.

Continued slump led to a decrease in sales revenue. In addition, the company's sales promotion increased, labor costs rose and the prices of group customized orders declined, leading to a decline in gross margins.

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In Tong Jiahua's view, La Natsu Bell can open so many stores throughout the country and will continue to explain the ambition of xingjiaxing.

On the one hand, money is in hand. On the other hand, parity is also important.

This is somewhat similar to the men's clothing brand Hai Lan's home.

Tong Jiahua said, La Natsu Bell can see in a second tier city, and the shopping mall department store center is relatively mainstream, but because the price is close to the people, actually subverted the original mainstream shopping mall pricing system recognition, so it can attract some consumers.

Another thing that Tong Jiahua admires is Xing Jiaxing's strong points in marketing.

"As a boss, he even goes to the shop counter to observe customers and try to understand the psychology of consumers."

In terms of talent, La Natsu Bell also met with very good opportunities.

In 2007, the French women's clothing brand AI Ge was in turmoil. "In 2008, many Eiger people, especially the sales, joined La Natsu Bell's team. At that time, we had a colleague from the bottom line to the store manager who later went to La Natsu Bell to be the marketing director. He accumulated all his experience in the way.

A former executive at agge recalls the new financial reporter.

Xingjiaxing also accepted people with ability without stingy.

Although La Natsu Bell Du is not bad in terms of marketing and price advantage, he has to admit that this mass fashion casual dress consumer group is usually not very loyal, plus many brands that can be chosen in the market. "There is no reason to buy it all the time."

Wang Chieh said.

Tong Jiahua also believes that whether a brand goes long or depends on products to attract users, "no good products, users do not form a good reputation for products, or not".

This is what he is worried about.

For the current situation of La Natsu Bell, Wang Chieh admitted that it is risky to continue large-scale opening.

The key is "our research and development team is not very strong, and there are also some problems with suppliers, which may also affect products."

At the beginning of La Natsu Bell's listing, its design fashion and all direct camp mode made the media compare it to the Chinese version of ZARA, but it also clarified from various aspects that "there is still a big gap".

But in fact, La Natsu Bell never advertised himself as a fast fashion brand like ZARA.

Its official website also defines itself as "a multi brand fashion group that is developing rapidly in China".

It is undeniable that La Natsu Bell still has many problems to solve.

"But after the listing, it's still very hard."

Wang Chieh said that although it is not yet clear how effective these strategies will be for the future development of the company, at least they are trying hard.

With his understanding of Xing Jiaxing, "he had ambitions from the beginning of the founding of the enterprise. At that time, ZARA had not yet entered China, so his ambition was not to make the Chinese version of ZARA, but to develop the group according to his own plan".

Xing Jiaxing also said that the media compared La Natsu Bell with some international brands, "it is our expectations for goodwill, but we believe that every company should have its own way. It is difficult to follow others through others."

He said.

Obviously, La Natsu Bell's ambition is not just following, but trying to do the role that can not be surpassed by other brands.