Semir Continues To Maintain Steady Growth In Its Depressed Environment.

First, the main business has been steadily recovering, and Barbara continues to grow rapidly.

(1) Semir's casual wear goes smoothly in the context of the overall environment downturn and warm winter.

By reforming the order system to lighten the burden of suppliers, the main way for the company to cope with the warm winter is to offer a series of discount promotions, which has brought some pressure to the franchisees last winter.

In the future, the company plans to adjust the pure futures order system to partial orders and partial cargo distribution system. By reducing the proportion of orders to 6-7 percentage points, increasing the proportion of supplementary products and controlling the inventory risk of franchisees, the company headquarters will assign the styles to the franchisees under the sub cargo system. The new cycle of this part of the products is shorter, and will also give greater support for returns, which is conducive to the improvement of the leisure clothing sector's quick response capability.

Continue to promote product super

As well as supply chain integration: at the same time, Semir believes that only in line with the trend and highly efficient enterprises will be able to take a firm foothold in the downturn of the industry, so the company will continue to make efforts in enhancing product trend and supply chain.

The company has completed a round of supplier integration, with 30 partners among existing suppliers.

Over the past few years, some of these suppliers' orders have been pferred overseas, so some capacity has been vacated, and the company has gained their trust with the advantage of sales scale.

Future Ltd will accelerate the layout of the Internet based on this. Only the extreme supply chain system will bring the ultimate shopping experience to consumers.

(two) children's clothing business is still strong.

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The Department mainly makes efforts to maintain its advantages from the following departments:

(1) pay attention to product research and development, and have children's clothing product line covering 0-14 years old children: the product line of children's clothing is quite full, covering 0-14 years old. Product category includes clothing, shoes and supplies. Recently, a series of underwear has been developed, which has created a relatively rich product category distribution, creating a one-stop experience.

Bala is equipped with excellent R & D team on each product. Through more than 130 amoeba groups, products are researched and developed in product planning, trend research, commodity design and production support.

(2) supply chain, Barali used the current resources to integrate the best raw material suppliers: good quality and quality advantages.

The traditional children's clothing market is small but scattered. In the past few years, Barra has tried to integrate all kinds of production giants and supply chain, which has made the quality of product grow larger.

(3) actively promote the layout of the whole channel: Barra also promotes the layout of the whole channel. On the one hand, it actively promotes the integration and cooperation of the front-end and the back-end with the e-commerce department in Hangzhou, and the electricity supplier has the leading edge. Meanwhile, in the past few years, the development of shopping centers has been actively promoted and the one-stop shopping experience has been promoted. The shopping center is called Barbara, which has been the fastest growing channel in the past three years.

(4) promoting centralization and strengthening customer management: in customer relationship management, Barra began to centralization and promote the adjustment of customer level. On this basis, the students promoted customer service more meticulously, improved the efficiency of large stores, and made standardization better landing.

Through the compression of customer level, Barra can better enter the three or four line market.

Therefore, for a main brand like Bala, focusing on consumers and stores will achieve better growth in the future through synergy of better supply chain resources and acceleration of full channel development.

For the two sub brands, Macal and dream: (1) marcard: focus on the 0-7 year old brand.

In the future, we will accelerate the development of the MacLean brand, optimize products, improve channels, integrate the backstage, and give support to supply chain.

The brand has achieved breakeven in 2015, and is expected to usher in a relatively fast growth in 2016.

In 2016, more than 30 stores were opened in April, and now there are about 160-170 stores.

(2) a lot of dreams: tide and cool.

By adjusting gradually to the new growth direction, the brand will be built around the trend of super and cool.

(three) electricity providers, Semir electric business is still maintaining high growth.

The company also plans to change the business mode of the electronic business in the past to deal with the tail cargo, and switch the business mode: at present, the era of natural flow growth of the electronic business platform has ended, and the future is coming.

There are two trends in the field: 1, the best products come to the fore, and 2, the platform traffic will be guided to high-quality customers in a cheap or even free way.

Against this background, the company is switching the electricity supplier mode with the community and community to make better use of low cost online traffic.

In the first quarter of 2016, the electricity business of the company basically doubled.

The company is confident that the electricity supplier will continue to maintain rapid growth in the next few years.

(four) other brands and platform businesses are developing steadily.

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The ISE platform has been formally launched in December 2015.

At present, there is not much promotion because there are not many kinds of products. We plan to launch 400-500 brands by the end of this year.

Now is trying to combine with buyers and designers to put Korean designers on the platform to achieve cross-border cooperation.

Two, keep up with the trend of net red economy and enter the industrial Internet.

The company believes that the growth of Taobao's natural traffic is approaching the limit. In response to the emergence of the new model, the industrial Internet will be the trend of the times, so the integration of vertical platforms will be a real opportunity.

The company thinks that every trend time becomes very short, so that enterprises need to keep up with fashion hot spots. As in the past, relying on long time trend segmentation has been gradually lagging behind, which is also a great change brought by the Internet.

At present, the international fashion giants are also making changes. Now there is a clear trend for consumers to shift from high cost to fast fashion.

Zara has changed the 17 quarter of the year into 52 seasons a year, and the factory has also been extended from Spain to all parts of the country, so as to change the original product structure which is only suitable for Europe and America, so as to meet the market of other regions such as China.

UNIQLO is also starting to improve its supply chain to adapt to the trend of more fashion and fast fashion.

The company regards net red as a cheap flow, and its supply chain is still an important deficiency.

Consumers are willing to give the best products to the flow, although the net red brand is hot, but now it also has the problem of supply chain management.

Before the growth of the mobile Internet, big businesses are making use of the trend of traffic growth.

Now consumers pay more attention to experience. Net red is to combine with experience.

The company believes that how to experience the best is a big opportunity.

At present, the cost of online traffic is very high. Compared with net red, the online traffic cost is not high. With the development of social, vertical and community platforms, these flows will continue to increase.

However, at present, the quality of net red clothes is still out of line. Semir hopes to make use of the cheaper flow of netting and help each other.

At present, the apparel supply chain is still too complex for the net red brokerage firm. The traditional clothing enterprises still have advantages in this aspect, so it is easy to form a barrier on this.

The company believes that in the emergence of fragmented platforms such as net red, the industrial Internet is a major trend. Semir has the innate advantage of integrating the industrial chain as the industry leader.

At present, there is a huge asymmetry between the huge traffic and capacity of the Internet. Because of its high demand for specialization, there is still no integrator.

The integrated supply chain needs to integrate a series of large factories from cotton, yarn, water washing to fabric accessories. Each supplier has different quality requirements, so the integration is very difficult.

On the other hand, the spirit of craftsmen needs more supply chain integration than a single enterprise.

Semir has this inherent advantage in this respect.

The company and many large suppliers have cooperation, and these big suppliers seldom receive the brand list because of the single quantity problem.

At present, the real high quality factories in China, because many orders have been pferred to foreign countries, such as Southeast Asia, may not find matching traffic.

At the same time, because the ultimate supply chain can produce the ultimate consumer experience, to fill this huge gap, to carry out the industrial chain reform is a great opportunity for Semir.

Three. Building Semir ecosystem and management is full of confidence in the reform of the company.

At present, there are "two or two less" phenomena in the clothing industry: the total consumption is large, the participants are many, the high-end brands are few, and the high-end supply chains are few.

The former competition is only the competition among enterprises, between brands or between industrial chains, and the future competition is the competition among ecosphere (the core of industry chain and consumers).

The company is full of confidence in the construction of the ecosystem. 1, the market and consumption have clear positioning and broad prospects. Leisure wear has sunrise consumer groups and has potential for consumption. Children's clothing is a fast growing subdivision industry; 2, based on optimizing the industrial chain (supply chain system and channels), 3, the win-win development of the upper and lower reaches, and the cultural harmony of the ecological circle.

The reform of Semir costumes began in 2012. Before that, there was a brief decline in the company's business. Through constant adjustment and innovation, it gradually recovered from 2013, and maintained a two digit growth rate over the next few years, higher than the average level of the industry.

The company will soon usher in its fifth five year plan (2017-2021 years): on the basis of 15 years' terminal retail sales of 21 billion and 16 years target 28 billion, it plans to achieve a retail target of 80 billion yuan by 2021, of which children's clothing is 25 billion yuan, leisure wear is 35 billion yuan, and the electricity supplier is 20 billion yuan.

Four, maintain steady growth of performance, maintain good cash dividends and repay shareholders.

The company has maintained a stable cash dividend level for a long time: since its listing in 2011, the company has accumulated 3 billion 400 million yuan in cash, accounting for about 60% of the company's total net profit.

In April 2015, the company increased its capital stock by capital stock of 10 shares per 10 shares, so it seems that the cash dividends per share declined in 2015, but in fact, the company still has a cash dividend of about 670 million yuan, which has maintained its normal level since the listing.

In the future, the company will continue to maintain steady growth in revenue and performance, as well as good cash dividends.