Is La Natsu Bell Afraid To Survive In Cash Shortage?

Recently, the first domestic A+H share listed clothing company La Natsu Bell news constantly. First, in January 21st, it announced its performance forecast. It is estimated that the net profit of the company in 2019 will be 1 billion 600 million yuan to 2 billion 100 million yuan. Another February 3rd, La Natsu Bell announced that the company received chairman Xing Jiaxing's resignation report. Since then, the position of chairman has been replaced by former executive director and President Yu Qiang.
And a few days after the new chairman took office, La Natsu Bell made another big news. In February 13th, La Natsu Bell, the operator of the Shanghai La Natsu Bell dress Limited by Share Ltd, added the information of the executor. The execution target was 3268115, and the execution court was the Xuhui District people's Court of Shanghai.
For many of the 80 and 90's people, La Natsu Bell is no stranger to this brand. Even a few years ago, the brand store was everywhere, and was dubbed "the king of Wan Dian" in China's clothing industry. And all these achievements are inseparable from the founder of the company, Xing Jiaxing.
Xing Xing, born in 1972, is a man of courage and action. It is said that when he was 21 years old, his mother gave him hundreds of yuan to ask him to buy some seedlings. As a result, he went to the city to see the training course of clothing printing pressure, and he made a self assertion.
After the training class was completed, xingjiaxing went to a Taiwanese garment factory, and later went to Beijing Institute Of Fashion Technology for half a year's costume design. After learning, he returned to the original company and started selling. But when the Taiwan boss wanted him to go to Wuhan to open a branch office, he gave up the job and went to Shanghai to start a business as a clothing agent with her friends.
In 1998, it was difficult for clothing agency to continue to expand. Xing Jiaxing wanted to create his own brand, LaChapelle (La Natsu Bell).
At the beginning, La Natsu Bell had only 2 or 3 designers, and the clothing styles were very limited. Despite the years of industry experience and sensitive smell, pungg positioned the brand in a 25-30 year old girl and lady dress. But if we want to be bigger, we need more advanced fashion brand operation concept.
And at this point, he learned almost all the fast fashion models represented by ZARA in the early days. From joining thinking to increasing direct stores, laying emphasis on the first and second tier markets.
Having made the brand foundation, La Natsu Bell made a big gamble.
In 2003, affected by SARS, the garment industry contracted sharply, and big brands cancelled their production orders. La Natsu Bell did the opposite and increased horsepower production to ensure inventory. After SARS, consumer retaliatory shopping, big inventory is very insufficient, and La Natsu Bell just fill in the blank, with 70 percent off of the intensity of crazy sales promotion, making a big profit, fame has also started.
In 2004, La Natsu Bell launched a multi brand strategy. The clothing category gradually expanded from women's clothing to men's wear and children's clothing. Its brands have 12 brands: La Chapelle, Puella, UlifeStyle, 7.Modifier, Candie 's, La Babit. At this time, confident Xing Jiaxing said, the next stage of the company's positioning is brand operation company.
Looking back today, I can not help but sigh with emotion, "La Natsu Bell is developing too fast and fast to dazzling" in those days of blindfold running.
In 2011, La Natsu Bell owned 1841 stores under the line.
In 2014, La Natsu Bell listed on the main board of Hongkong Union.
In 2017, La Natsu Bell returned to A shares and became the first domestic clothing company listed on both A shares and H shares. In the same year, the number of stores reached 9488, almost all of the total direct sales mode; revenue was as high as 10 billion 446 million yuan, ranking the highest in the country's women's clothing listed enterprises.
All gifts in life secretly mark the price. For La Natsu Bell, too. Behind all the blindfolded running, there was a mine that was to be detonated sooner or later.
In 2015, when La Natsu Bell was in the limelight, some people questioned: "should the nearest 10000 shops be combed, and each one is in line with brand needs?" Does the product meet the needs of the market from design to quality? "
But for La Natsu Bell at that time, they did not need this kind of voice, they would fight the "price war". Stock? No fear, seventy percent off clearance. This strategy is undoubtedly appropriate for the whole garment industry to develop upwards. It can ensure the scale of enterprises and guarantee the safety of capital chain, but it does not have a hundred days of red.
Over the past 2006-2012 years, the overall growth rate of China's garment industry has exceeded 20%. After 2015, the overall growth rate has been leveling off, about 6%-8%. After 2016, the industry entered a recession. In 2018, sales of clothing nationwide were 54 billion 60 million, down nearly 1/4 from 71 billion 910 million in 2017.
In this way, nearly 10000 stores and dozens of La Natsu Bell were dragged down by "stock". In 2018, La Natsu Bell lost nearly two hundred million yuan in net profit.
In 2019, La Natsu Bell closed 4400 stores, averaging 13 stores a day. Under the tight cash flow, he also stripped off his men's clothing and household business and rented the headquarters building he built.
In the first place, the outbreak of the disease in 2020 and the two things listed as executors made La Natsu Bell Xue frost in his broken arm. Under the crisis, can the new head lead the company to its way of life?
And for the entire garment industry, this year has just been a troubled affair. It is not only the La Natsu Bell family that has had a hard time. JEANSWEST's collapse, Delhi bird delisting, Daphne half year loss 348 million yuan, once A shares, "sports brand first share" is expected to lose 765 million yuan to 915 million yuan. But at the same time, many brands are rising against the trend. New crises and opportunities are at hand. Who can seize the opportunity as La Natsu Bell did 17 years ago? Who will be eliminated by the market in this deep bottomless surge?