Hai Lan'S Home Revenue In 2018 Was 19 Billion 90 Million, And The Stock Increased To 9 Billion Due To Multi Brand Stocking.

The National Men's wear brand, Hai Lan's home Limited by Share Ltd (hereinafter referred to as "Hai Lan Jia") has released its report card in 2018. During the reporting period, the company realized 19 billion 90 million yuan of business revenue, an increase of 4.89% over the same period, a net profit of 3 billion 455 million yuan attributable to shareholders of listed companies, an increase of 3.78% in the same ratio, a basic earnings per share of 0.77 yuan, and a cash dividend of 3.8 yuan (including tax) for every 10 shares.

Analysts believe that the main brand income of Hai Lan home is short term under the influence of the consumer environment, but it is relatively stable in the long run. The brand of AI Ju rabbit is expected to contribute to profits in 2019.

A number of young sub cards have long-term growth potential, while overseas business continues to expand and is expected to contribute to revenue.

Lei Yu, an analyst with Changjiang Securities, said that the core of Hai Lan's home mode is to improve the conversion rate of sales and ensure the high cost performance strategy of the products.

Channel level compression and large scale purchase of raw materials can help ensure low price scaling strategy. Cost-effective products can help to expand consumer welfare and support brand terminal market share. Meanwhile, supplier and franchisee profit improvement will help to expand brand size.

From the point of view of the profits of each participant, the supplier also gets a higher gross profit rate because of the risk of taking inventory. Under the income sharing mode, franchisees have lower threshold and better profit in their shop opening experience, and the brand can effectively shift the potential cumulative risk of inventory under the mode of purchase returnable, and the compression at the sale level and effective control of cost enable consumers to get cost-effective products.

Lei Yu said frankly, in the context of changes in the consumer environment and customer mix, Harean's home continued to increase marketing and promote image upgrading of products and stores.

On the one hand, from the external environment, overseas fast fashion brands are concentrated in and new brands are expanding rapidly with the help of e-commerce channels. Consumers have gained more convenient price comparison channels and have a deeper understanding of "cost performance" and "fashion". On the other hand, from the perspective of consumers' structure, 80, 90, or even 00 have become the main consumer groups of brands, and their consumption attitude showing individuality is distinctly different from that of the previous generation.

In the new stage, the core of mass brands to attract customers is to ensure the reasonable exposure of the brand. Two, it is a continuous upgrading at the product level to effectively meet the changing trend of consumer demand.

Founded in 1997, Hai Lan home is a large consumer brand operation platform company mainly engaged in brand management, supply chain management and marketing network management.

As of the end of the reporting period, the company owns brands including men's wear, women's wear, children's wear, professional wear and home furnishing.

The main business mode of the company is the chain operation mode. Besides the company's own brand name brand, San Keno adopts the traditional independent production and operation mode, the other brands adopt the chain operation mode.

During the reporting period, Hai Lan's home focused on the strategic goal of the multi brand management platform of the consumer lifestyle, focusing on the general purpose of adjusting the organizational structure and improving the comprehensive service capability of the platform. Based on the successful experience of the main brand of Hai Lan's home, the company began to extend to more subdivision areas, and launched a number of sub brands in the field of children's clothing, fashion trends, light extravagance and other clothing subdivision, and established a three-dimensional brand cluster.

By building brand management platform, brand building and marketing channel expansion, we can enhance the brand influence and core competitiveness of the company in an all-round way, and make good brand reserves for the company's future revenue growth.

At the end of the reporting period, Hai Lan's new store opened 1181 stores, closed 300 stores, and made a net increase of 881. The total number of stores was 6673. Among them, Hai Lan's brand was 5097, the love house rabbit brand was 1281, and other brands were 295.

At the same time, Hai Lan's family is trying to seize the new opportunities of online and offline integration, focus on personalized needs, integrate the brand's advantages with the Internet thinking, and realize the multi platform operation of the main traditional electricity providers, social business providers and self media, providing consumers with multi touch and convenient multi scene shopping mode, effectively promoting the development of all channels under the integration of online and offline, complementary advantages and mutual support.

With the gradual promotion of the company's whole channel retail system, the company has nearly 3500 stores on the line such as Hai Lan home and AI Ju rabbit. It meets the needs of consumers at any time and anywhere, as well as the online shopping order.

At the end of the reporting period, the total number of members of Hai Lan home online reached 13 million 840 thousand, an increase of 28% over the same period last year, and the annual operating income reached 1 billion 151 million yuan, an increase of 9.25% over the same period last year.

By the end of the reporting period, Hai Lan's home stock was 9 billion 473 million yuan, an increase of 980 million yuan, up 11.55% from the end of last year, mainly due to the increase in the stock of OVV, Hai Lan preferred life hall, AEX, boys and girls, and so on.

The turnover period is 286 days.

Hai Lan House said that Future Ltd will continue to enhance the service capabilities of the integrated management platform, promote multi brand strategy, multi category development and full channel layout, support the development of core suppliers, enhance the level of data information in the industry chain, further enhance the overall competitiveness and maintain the sustainable growth of the company.

In 2019, Hai Lan's home will focus on the following aspects:

1, integrate business structure and give full play to platform services.

On the basis of the integrated management platform that the company has formed, it further integrates business structure and process, gradually integrates the shared business in the brand operation to the integrated management platform, fully displays the platform service ability, further reduces the fixed cost of the business operation, and enables the brands to concentrate their energy and resources into the brand operation.

The data management in the company's integrated management platform will extend to all stores and suppliers, providing data information services at both ends of supply and marketing.

2, optimize product mix, enhance the explosive force of new products.

In terms of product design and development of the main brand, we must adhere to the demand of consumers, and quickly acquire, process and analyze the relevant product data through big data mining, improve the accuracy of the brand research and development of Hai Lan home, speed up the iteration of product updates, constantly optimize the product mix, and further improve the product's price performance and smooth sales.

In other brands' product design and development, we must adhere to the characteristics of market segmentation, and form the brand style through the elements of style design, fabric texture and brand culture connotation, focusing on the needs of target customers, and enhancing the product's salability.

3, improve terminal layout, improve channel sales force.

We should focus on increasing the expansion of shopping centres, preempt the quality store resources of core shopping centres and shopping centers, adjust and optimize the layout of Street store marketing networks, maintain the coverage rate of stores in the 234 line cities, consolidate and actively expand overseas markets in Southeast Asia, try to develop the Japanese and Korean markets, so that the brand influence of the company will spread from Southeast Asia to many Asian countries, and improve the layout of online multi brands and various formats, and test the water to join hands with the online cross-border platform to help improve sales performance.

4, speed up the multi brand strategy and build the core driving force.

On the basis of intensive cultivation of the main brand, we should continue to utilize the resources and capital platform of the company to promote the differentiated development of the new brand, and form the multi brand collaborative development of the mass brand, light luxury brand, fashion trend brand and home life brand, so as to meet the market demand of different levels and different groups, and accelerate the realization of the multi brand strategy of the company's consumer life.

5, promote the upgrading of information technology and enhance the overall competitiveness.

We will continue to implement fund-raising investment projects, support the company's R & D and marketing decisions through the upgrading of store intelligence, provide consumers with better shopping experience and enhance customer stickiness; speed up the timely delivery of information and cooperation capabilities through the upgrading of industrial chain information projects, and comprehensively improve the company's modern management level, operational efficiency, decision-making ability and market profitability, and enhance the company's overall competitiveness.

6, support core suppliers and consolidate the industrial chain.

Select and support some core suppliers who have long-term cooperation with the company, strong product development capability and large scale purchase. By upgrading the production management capacity, expanding the scale of production capacity, reducing operational risks and improving profitability, the core suppliers will be able to further consolidate the core suppliers' synergy development ability in the entire company's industrial chain by locking down the cost of raw materials, giving priority to the initial order and tracking scale, and assisting the core production personnel to improve production efficiency and improving the standardization level of production management.