Who Will Win The Hearts Of Chinese Consumers In The Future?

The winners of the future still have the global vision and the best understanding. fashion Chinese brands can win the hearts of Chinese consumers.

Waiting for listing in this round clothing In the enterprise, La Natsu Bell And Taiping bird clothing is one of the most popular minority groups. La Natsu Bell's "Chinese version of ZARA" has been widely circulated in the early days when A shares were listed. As the name suggests, it is the biggest feature for the public to provide fashion, parity and diversified clothing. And the "Taiping bird Costume", which is "let everyone enjoy the fashion", is also a high quality fashion dress designed to provide consumers with moderate price.

In fact, under the background of slowing sales growth of domestic garment enterprises, the fast fashion brands represented by H&M and UNIQLO still maintain a relatively high growth rate. On the other hand, influenced by factors such as anti-corruption, the performance of high-end clothing brands which had been growing faster in recent years showed a sharp downward trend in recent years. Instead, the clothing brands with relatively parity have performed better. For example, Hai Lan's home market has been growing very fast in recent years, and its revenue has increased by 61.53% over the past few years, and the net profit of shareholders has increased by 82.79%.

This also makes investors very optimistic about the future development potential of popular fashion brands. Among the top ten shareholders announced by La Natsu Bell, there are financial giants such as Jun Lian capital, broad street Bo Hua (former Goldman Sachs investment), and Kay stone investment partner Yu Tiecheng. Among them, GOOD FACTOR LIMITED, which is designed specifically for La Natsu Bell investment, currently holds 86 million 625 thousand shares, with a shareholding ratio of 17.57%.

For A shares listed, La Natsu Bell has been persistent for a long time. As early as the end of 2011, La Natsu Bell submitted an application for IPO to the SFC and opened the listing process of A shares, but the A share plan of La Natsu Bell had to be stranded at the time when IPO was suspended. Since then, La Natsu Bell transferred to the Hong Kong Stock Exchange and was listed on the Hongkong stock exchange in October 2014. The return of A shares is undoubtedly expected to realize La Natsu Bell's long cherished wish. However, 2015 is not just La Natsu Bell's move. Wanda real estate also went to Hong Kong in 2014. In 2015, it returned to the A queue and wanted to achieve the goal of A+H listing at the same time.

According to La Natsu Bell's prospectus (Draft), it plans to land at the Shanghai Stock Exchange and raise 1 billion 640 million 962 thousand yuan. Among them, 1 billion 556 million 777 thousand yuan is used for the expansion of the company's retail network, and another 84 million 185 thousand yuan for the construction of the new retail information system project. La Natsu Bell said that the implementation of the above projects will further expand and optimize the company's retail network, enhance the company's control over the retail network, and boost the company's O2O strategy implementation in depth, and build a full channel sales system, thereby enhancing the core competitiveness of the company.

In fact, in recent years, La Natsu Bell's expansion on the road, O2O's achievements. Different from other forms of clothing brands in China, La Natsu Bell has always adopted the whole direct camp mode. Although this has always been criticized by the outside world as the main source of high cost and huge inventory pressure, it has to be recognized that the rapid development of the electricity supplier is the direct chain store mode which enables it to quickly implement new, synchronous activities on line and offline, and share the warehouse and storehouse inventory. For example, there is usually conflict of interest between the traditional online and offline brands and distributors. But because La Natsu Bell adopts the sales strategy of all direct stores and adjusts the performance system, if the goods sent online will be recorded in the performance of the stores in the region, so as to eliminate the conflict of interests between online and offline, the whole channel will become more unimpeded. For consumers, this is also true.

It avoids the disadvantages of shopping online and offline, shortens the logistics time of customer pick-up, and greatly improves the shopping experience of customers.

In 2014, "double 11", La Natsu Bell participated in the first time to break through 25 million sales. However, a large number of orders did not disturb the delivery of the company. La Natsu Bell's more than 300 stores in the country have become the main export of goods, accounting for 70% of the total delivery volume. Most of the stores' deliveries are completed within 36 hours, and fully realized the integration of "online ordering, offline delivery" and "offline purchase, online payment".

At the beginning of 2015, La Natsu Bell held the brand of "seven grid" with the total price of 200 million yuan. Soon, the seven grid took over La Natsu Bell's online business and increased its monthly sales by nearly 100%. In the same year, "eleven" golden week, La Natsu Bell combined with its more than 700 physical stores to provide Alipay payment services to consumers. And this cooperation as a whole achieves more than 90% opening rate, sales increased by 8% over the same period last year. "This shows that this way is very popular with consumers." In La Natsu Bell's view, only by following the consumer can we gain a higher market share. "Layout O2O is not transformation, but where consumers are, where we are, and if there is a better channel to consumers in the future, La Natsu Bell Du S is actively trying."

According to its prospectus, today's fund-raising project is successfully implemented, La Natsu Bell will build 906 stores in different levels of the country's market, further improve the ability of line stores to provide logistics and warehousing services for online businesses, and promote the company's online business to cover different levels of the market. At the same time, the increase of direct retail outlets will further enhance the ability to drain the advantages of its offline outlets.

Coincidentally, in 2015, "double 12" Taiping bird clothing also joined Alipay in its 200 direct stores to enhance customer experience. In the view of Taiping bird, mobile payment is an important part of building O2O retail experience. To really figure it out, the "double 11" in 2015 was the masterpiece of O2O. On the same day, the five major brands of Taiping bird's clothing broke through 383 million yuan sales, compared with the turnover of 260 million yuan on the "double 11" day of last year, an increase of 47.3% over the same period last year. More than 70 million consumers participated in 24 hours, with an average sale of 14 clothes per second. If you look carefully at the parcel list, some users who buy the Pacific bird's men's clothing will find that the package is from the Taiping bird shop which is not far away from them.

This has to mention that Taiping bird listing fundraising is intended for construction of Taiping bird Tzu Tung clothing finishing distribution logistics center project. The total investment of the project is 479 million yuan, and it will be invested in 350 million yuan. In 2015, "double 11" was launched for the first time. Under the innovative design of "mobile, fragmented and flexible", the automatic navigation optimization system can achieve the integration of goods in circulation. Automatic transportation system can automatically carry out the whole process of cargo handling, and the personalized development of logistics information system can achieve the best path automatic matching and reduce the error rate. Even in the face of the "double 11" highest daily shipment of 250 thousand orders, can also accomplish 72 hours to complete the shipment.

In the view of CEO, a fashion bird in Taiping, China's fashion industry will face more and more challenges in the future. "Before entering the Chinese market such as ZARA, H&M, UNIQLO, the domestic brands have not yet met the real competitors. But now the market is changing, and fast fashion brands are growing very fast in China. At the same time, import tariffs on clothing products are getting lower and lower. Through cross-border e-commerce platform, international brands can send goods to consumers' homes without opening a physical store. Ten years later, the Chinese middle class will become richer and the younger generation will become more internationalized. China's fashion brands must be more fashionable, younger and internationalized. He believes that the future competition in the clothing market is bound to be a very fierce "hand to hand fight". It must be the survival of the fittest, not necessarily the survival of the strong.

"The winner of the future is a Chinese brand with a global vision and the most stylish fashion to win the hearts of Chinese consumers."