Real Control Of Hostage Taking Nearly 100% Stake In National Dress La Natsu Bell To Solve The Problem Of Shortage Of Funds

After experiencing losses in 2018 and closing stores and selling subsidiaries in 2019, the La Natsu Bell capital dilemma, known as "national dress", has not yet been alleviated.

On the evening of June 11th, La Natsu Bell issued a notice that, because of the fluctuation of stock prices and the early Pledged Shares hitting the closing line, the controlling shareholder of the company and the actual controller Xing Jiaxing had supplemented the pledge of the 9 million 600 thousand shares of the company's limited selling A shares, which accounted for 99.81% of the 141 million 800 thousand shares of the company.

The industry believes that La Natsu Bell lost control of hostages nearly 100% of the purpose and close the line before the sale of shares and the purpose of selling shares similar to the subsidiary, mainly in order to replace funds, ease the pressure on the shortage of liquidity.

In the first quarter of 2019, La Natsu Bell reported a revenue of 2 billion 372 million yuan, down 6.94% from the same period last year, and net profit of 9 million 751 thousand yuan, down 94.4% from the same period last year.

At the same time, La Natsu Bell accelerated the adjustment of offline channels, closed down the loss and inefficient Direct stores to reduce the ineffective investment of resources. As of the end of March 2019, the number of outlets in La Natsu Bell was 7653, a net decrease of 1887 from the end of March 2018, and the decrease of the number of outlets was 19.78%.

In addition, La Natsu Bell's performance in recent three years is not optimistic.

In the second years after the listing of Hong Kong stocks, 2015, the company's net profit reached a peak of 615 million yuan, and then declined all the way. In 2016 and 2017, it was 532 million yuan and 499 million yuan respectively.

The 2018 annual report shows that La Natsu Bell realized operating income of 10 billion 176 million yuan during the reporting period, down 2.58% from the same period last year, and net profit loss of 160 million yuan, down 132% compared with the same period last year. This is also the first time that La Natsu Bell has been running a deficit.

In May 7th, La Natsu Bell issued three announcements, saying that the controlling shareholder of Hangzhou was 54.05% stake in Agel Ecommerce Ltd (hereinafter referred to as "Hangzhou dark"), and the pferee was the Hangzhou Yan Er enterprise management consulting company, with a paction consideration of 200 million yuan.

Cheng Weixiong, general manager of textile and clothing management and Shanghai Liang Qi Brand Management Co., Ltd. believes that the purpose of La Natsu Bell's series of actions is to relieve the pressure of working capital.

Procurement, team and store operation require a lot of money. The pressure of store operation and operation has been a great challenge to the women's clothing brands headed by La Natsu Bell in recent years, and the retail sales are decreasing.

Statistics show that La Natsu Bell is the first A+H clothing listed company in China, and also the parent company of La Chapelle, Puella, Candie's and other well-known domestic women's clothing brands.

La Natsu Bell has twenty brands, but the internal products are homogenized. The income of women's clothing lines is still the main source of income, accounting for more than 80%.

It is noteworthy that, in the case of tight funds, La Natsu Bell announced in June 5th that LaCha Apparel and Naf Naf SAS became wholly owned subsidiary of La Natsu Bell and will be included in the consolidated financial statements.

In November 26, 2018, La Natsu Bell deliberated and adopted the relevant bill for the acquisition of shares. The wholly owned subsidiary of LaCha Fashion bought the Trendy Pioneer Limited and East Links International (HK) Co. at the price of 35 million 340 thousand euros, and the total amount of the 60% shares held by the Ltd. was acquired indirectly, so as to indirectly acquire 60% stake in the company.

Although La Natsu Bell recruited the Naf Naf SAS, Naf Naf SAS is not La Natsu Bell's rescue drug.

It is reported that Naf Naf SAS was founded in France in 1973, mainly engaged in women's wear products and accessories sales, but the performance of Naf Naf SAS has been weakened since 2017, and the loss in 2017 was about 51 million 260 thousand yuan, and the loss in 2018 has expanded.

In response to the company's real control of the pledge of shares, La Natsu Bell's future planning issues, Beijing Business Daily reporter contacted the relevant person in charge of the form of mail, La Natsu Bell, as of press time, did not receive a reply.

In this regard, the industry believes that La Natsu Bell's rapid expansion strategy has reached the bottleneck stage, how to operate and profit is still La Natsu Bell's problem.

Cheng Weixiong said that at present, all kinds of symptoms of La Natsu Bell show that the current business pressure is very large, not short-term pledge can solve the problem.

The most common way for international brands and enterprises to turn a profit is to strip off bad business cash, to streamline policies and to focus on dominant businesses. What La Natsu Bell needs now is to break up and build up, but how to break up and how to establish it also needs La Natsu Bell to do a long-term strategic plan for enterprises.