The Controversy Faced By La Natsu Bell

In La Natsu Bell's listed prospectus, the most notable is its high growth rate and market share: its sales revenue increased from 1 billion 860 million yuan in 2011 to 6 billion 225 million yuan in 2013, with a compound annual growth rate of 82.7%.

According to retail sales, the rate of 2013 was 5.7%, second only to bestseller fashion and E-land group. It even surpassed international brand ZARA (3.2%), UNIQLO (2.9%) and H&M (2.2%).

In the background of the downturn of the entire garment industry, La Natsu Bell's brilliant performance has not been fully supported by investors.

In IPO, part of the sale in Hong Kong has not been adequately subscribed, and the subscription share is equivalent to 95% of the public offering shares.

"It has something to do with the environment, but investors are also skepticism about the high sales volume brought by its large-scale opening."

The industry insiders said.

"When La Natsu Bell introduced Lenovo investment in the early years, he started shop. After 2010, its sales grew quite fast. After all, more than one store had more sales.

But the flat effect to a single store may not be ideal.

Wang Chieh, who worked in La summer bell and has long been concerned about it, said to the new financial reporter.

But Wang Chieh admits that even so, "at that time, money was used to open up the market.

In this sense, it is still successful.

Public figures show that by the end of 2011, the number of La Natsu Bell retail outlets was 1841.

By the first half of 2014, the number has increased to 5671, covering 31 provinces throughout the country.

And 83% of the listed fundraising funds will still be used to expand the retail network.

According to the plan, there will be nearly 1 sales outlets in 2016.

In the eyes of Wang Chieh and many people in the industry, it depends solely on

The way to drive sales is not long-term.

But Xing Jiaxing, chairman of La Natsu Bell, has his own view: "with the growth of China's commercial sector, it is not very realistic for a single brand to grow on the old store. With the community-based shopping center, if you do not follow the store, you will stay away from the consumer."

As for investment seven grid, Tong Jiahua, who has been immersed in women's clothing industry for more than 20 years, is unable to understand. In his view, "seven grid has gone downhill".

Public information shows that

It was established in 2006 and began to make its own brand in 2009. Sales in that year amounted to 30 million yuan, and increased to 150 million yuan in 2010, an increase of 500%. It once became the fastest growing brand of women's clothing on Taobao.

However, before last year's "double 11", the seven grid said Tmall store had to hit 35 million yuan.

And the sales of the brand new clothes of Korean brand clothing has rushed to 280 million yuan.

"It (seven grid) has long been fading away, and now it is not in the first camp, so it sold to La Natsu Bell to catch the straw, but the benefits to La Natsu Bell are not so obvious."

Tong Jiahua analyzed the new financial reporter.

Another controversial issue is the partnership system.

At present, all of La Natsu Bell's stores are direct battalions, and after each shop "each has its own way", it has the suspicion of pformation and joining. It is considered that the concept is more important than the reality.

But in Tong Jiahua's view, pushing partnership system is in line with xingjiaxing's style.

He said that Xing Xing has always relied heavily on retail terminals, and "advocates the accumulation of wealth, so it will be willing to share profits with others, and doing so will also help sales."

For the shop partner system Xing Xing Xing said: "it is only the adjustment of the management mode that the company should undertake on different scales, and there is no demand for joining, nor demand for fund raising."