La Natsu Bell, The Shop King Who Is Eager To Lose His Fortune, Has Thrown Out The Plan Of The Best Shop And Wants To Open 600 In 8 Provinces And Cities.

"National dress" Shanghai La Natsu Bell dress Limited by Share Ltd (hereinafter referred to as "La Natsu Bell"), faced with the embarrassing situation of declining performance, appears to have a new way to deal with it positively. In June 4th, the reporter obtained a "La Natsu Bell group US" investment plan, showing that La Natsu Bell wants to take three or four line cities as the main part, and some provincial capitals and prefecture level cities, to open up 50-100 square meters of excellent shops, selling products related to digital, furniture, travel, clothing accessories, beauty gifts, casual snacks and other fields, covering more than 90% of the daily life of consumers.

La Natsu Bell said that the company will start from the design side to truly achieve cost-effective retail products.

As for the inventory problem that customers are worried about, La Natsu Bell's US business plan also shows that it will rely on the S2B2C management mode of the company and the goods management ability of the central information platform, so that the whole country can be allocated. Customers need not worry about the unsalable goods, and the products will be sold out.

The investment plan shows that the first investment target of the US business plan is home, and the authorized areas include Jiangsu, Zhejiang, Shanghai, Anhui, Hubei, Hunan, Shandong, Henan and other provinces.

For La Natsu Bell's excellent shop, there are market participants who are not optimistic about the plan, especially when they pull down Chapel's performance and store knowledge on a large scale. They need to know what they want to do, but not everything can be done well.

Looking back at La Natsu Bell's development, before 2011, La Natsu Bell had only three women's clothing brands. In 2012, according to market research and analysis, La Natsu Bell established the business development mode of "multi brand and direct business oriented", that is, adding new positioning brands to women, choosing men's wear and children's wear brands to better meet the needs of different consumers. On the other hand, directly establishing the layout of stores across the country can not only enhance La Natsu Bell's brand influence, but also enhance the bargaining power of La Natsu Bell and shopping malls and property groups, so as to get better store locations at a lower cost.

Thanks to the "multi brand + full channel + full direct camp" mode, in 2012-2017 years, the number of La Natsu Bell outlets has increased from 1841 to 9435, with an average of 1266 stores a year.

However, the earnings report also showed that as of the end of 2018, La Natsu Bell had 9269 offline retail outlets, a net decrease of 179 compared with the beginning of the year.

In 2018, La Natsu Bell realized operating income of 10 billion 176 million yuan, a decrease of 269 million yuan from 10 billion 446 million yuan in the same period last year, down 2.58% from the same period last year.

The net profit attributable to the shareholders of listed companies was 156 million yuan, 654 million yuan down from the same period last year, and 131.24% over the same period.

So far, in 2018, La Natsu Bell suffered a loss for the first time and lost 156 million yuan in net profit.

The first textile network has learned from La Natsu Bell that the company plans to control the company's direct outlets at about 7000 by the end of 2019. Combined with the expansion of the joint venture / franchise, the total estimated reduction of 2000~2500 will be reduced by about 1000 in the first quarter of 2019.

La Natsu Bell executives have explained that the reasons for the company's performance losses are mainly the following reasons:

1, sales side decline

La Natsu Bell's main layout of the department store and shopping center passenger flow declined, the consumption side pressure (especially in the three or four quarter of 2018), while the company cleaned up and digested inventory, causing gross margin to decline, gross profit margin fell 2 points over the same period, gross profit decreased by 430 million.

2, the loss of foreign investment in small brands is a drag.

Beginning in 2015, La Natsu Bell increased investment abroad and invested in some small brands. In 2018, the controlling subsidiaries of the company lost about 120 million, down by about 140 million compared to the same period last year. In addition, investment funds and joint venture enterprises had a about 50000000 decrease in investment income in 2018.

Overall investment income decreased by 200 million over the same period last year.

The cost ends are rigid and the pressure is large.

In the second half of 2018, the company took the initiative to carry out store shrinkage adjustment, speed up closing losses or inefficient shops, pay more attention to the quality of shop opening, slow down the speed of new shops, close stores and speed up amortization, affecting net profit by about 90000000.

In addition, there are some effects of accounting policy adjustment (A shares and Hong Kong stocks are different in terms of income and fees, and the income in 2018 has been changed back to the aggregate method).

According to the aggregate method, the income in 2018 was 10 billion 176 million yuan and 10 billion 446 million yuan in 2017, and 2.58% in 2018.

From the analysis of the causes of these achievements, La Natsu Bell's previous direct operation mode and multi brand operation mode may be faced with the need of adjustment and reform.

Reporters noted that the above executives also revealed that in 2019, La Natsu Bell's core goal is to turn around the deficit, specific measures have the following 5 aspects.

1, product and brand aspects

Product and brand development ideas return to itself. In 2015, La Natsu Bell no longer nurture new brands, mainly for foreign investment and differentiation to introduce new brands.

In the fourth quarter of 2018, the company's internal brand was recombed.

Menswear business has been nurtured for 5-6 years, and has not yet reached the breakeven point. The company has reintegrated the men's clothing business. The original three brands and three teams have been put together and concentrated, and the channel resources have been re combed to improve the quality and value the profit rather than the scale expansion.

In terms of women's wear, the organization structure and product mode are adjusted. The original goods are too much dependent on the brand leaders. Now they are divided into product categories to better understand the competitiveness of products in the market and meet the needs of consumers.

Continue to increase the application of system tools, and guide the operation with products, store life cycle and other tools.

In terms of supply chain, starting in the fourth quarter of 18 years, we are working closely with suppliers in purchasing, reducing the first single ratio and increasing the ratio of single purchase.

Increase cooperation with external designers.

2, channel optimization and adjustment

La Natsu Bell had a relatively high level of direct business, and the expenses of staff salaries and social security were rigid, and the cost pressure was high.

In 2019, the mode of direct operation, joint operation and franchisor parallel pformation will be appropriately increased.

To sort out the existing direct channel, such as remote areas or directly managed market, can be changed to the way of joint operation or affiliation.

In addition, there are more than 3000 county level markets in the whole country, and more than 1000 companies have been allocated.

A joint meeting of franchisees and franchisees has been held in March.

One of the possible ways of cooperation is to make a margin deposit between the associate and the company, to determine the annual sales target, and to have different management fee rates for different targets.

Cooperation with local resources in Shanxi will continue.

3, member marketing: one of the guiding tasks in 2019 is to do a good job of membership system. In March 2019, we began to open up data and systems of all members, integrate information and build management platform, hoping to form stable and benign interaction with members, and improve the rate of re purchase and conversion of members.

Internal management: take some measures to reduce costs and increase efficiency, make some compromises in procurement and other expenses; in addition, improve management efficiency, optimize internal processes and links, and adjust the efficiency of the system from top to bottom.

External investment: the brand of investment is still in the incubation period, which is a drag on net profit and cash flow.

In 2018, the income is relatively poor. In 19 years, the company will take the initiative to control, strengthen management and make timely adjustments. Some effects will appear in the fourth quarter of 2018, and it is expected that the situation will be better than that in 2018.

The above La Natsu Bell executives said frankly that the company will reorganize and formulate future long-term development plans and ideas, and the chairman will continue to focus on the main business and continue to promote the reform of the clothing business. In 2019, the company will also improve its performance and turn losses into the basic goal.

In the long run, we hope to do better by relying on the advantages of existing channels and products, and become a fashion fashion group with both quality and cost performance.