Bie Le Finn Invested 3 Million 680 Thousand Wars To Invest In The "China Version ZARA" UR, And The Golf Dress Leader Also Needs A Quick Fashion.

In the mainstream business circles such as airports, high-speed rail stations, the main brand "Bi Yin Le Finn" and "Venice Carnival" double brand strategy, the "China Golf Apparel first stock", which has attracted the attention of investors from the amazing performance, is more powerful than the Limited by Share Ltd in the brand layout.

The first textile network reporter learned from the announcement here that in December 21, 2019, the company of "briclen Finn", the "Bi way" subsidiary, is the easy equity equity investment partnership (limited partnership). The strategic investment 3 million 682 thousand was quietly invested to build China's "ZARA" as the target of the local fast growing brand URBANREVIVO (hereinafter referred to as "UR").

First textile network reporter noted that for this strategic investment, compared with the propaganda before Hai Lan's investment in UR, it did not release any announcements, and it appeared rather low-key. Even in response to questions raised by investors in the interactive platform in May 8, 2020, it was only a few words in June 8th that gave a simple answer.

The UR group can form a brand complementary relationship with the existing business of the company, and has strategic synergy and integration of industry resource effect. Future Ltd will take the "capital layout, industry synergy, intelligent technology" as the direction of development, and improve the layout of the industry from all aspects of brand, category and channel.

According to the insiders, the UR based on the direct camp mode is in the period of rapid growth, stronger than fashion design R & D and terminal rapid response, and UR brand style is distinct. The product has many brands, fast fashion, high cost performance characteristics, and better influence. After being able to share shares, the two sides can share resources in design, channel and supply chain, and complement each other and form synergy. On the one hand, we should further improve the market share of Bibl, and on the other hand help Bibl to speed up the layout of the fashion consumption industry, cultivate new profit growth points and consolidate the leading position.

The first textile net reporter learned from the announcement that the company was not the first to share UR brand. As early as in 2011 and 2013, the UR parent company was also fashionable to get the strategic investment of Hongkong GOBI capital and Shanghai Jing Lin capital. In 2017, the UR brand was awarded 100 million yuan to the Hai Lan home. At that time, some people in the industry believed that the short-term investment in Hai Lan's performance was not significant. As an investor, Hai Lan's home will benefit from the rapid growth of UR brand and accumulate its retail experience in the fast fashion industry. In the long run, this cooperation highlights the determination of the layout and fashion of the sea and strengthening the leading edge of the leisure apparel industry.

The first textile network reporter learned from public information that UR was originally named URBANRENEWAL, and its brand was founded in 2006. It is a fast fashion brand that URLIMITED is committed to integrating art, creativity and culture into fashion. UR is the main fashion of European and American fashion. It is mainly suitable for 20-40 year old urban white-collar workers. The core consumption age is 25-35 years old, boys and girls are 3-12 years old, and the style of UR is updated by week. About 200 new products are on the shelves every week, about 12000 yuan a year. The price range of goods is: spring and summer 200-400 yuan, autumn and winter 400-600 yuan, cheaper than ZARA, and H&M price. Shop sales are mainly based on positive prices, and there will be large discount promotions at the end of the season, usually in July and December.

It is understood that Li Mingguang, chairman of fast fashion fashion, set foot in the garment industry in the late 1990s. He once worked independently in retail stores of foreign trade clothing, and then acted as VJC for men's wear brands. In the course of its operation, Li Mingguang began to explore private brand management, especially in Japan and France in 2003, and came into contact with ZARA and other overseas fast fashion brands, forming the prototype of UR brand management concept. In 2003, Li Mingguang tried to create his own jeans brand, but failed two years later.

According to the introduction of the official website, first, the UR uses the leading global fashion development and management concept of the buyer LED product design and development. The buyer team in the fashion centers of Paris, London, Milan, New York, Tokyo and Seoul carries on the latest fashion trend collection, keeps the UR products at the forefront of the trend, and enables the public to have high quality easily at a reasonable price. Fashion. The UR brand has attracted a large number of young consumers due to its luxurious store image, the new fast speed and the price of the people.

First textile network reporter learned here that the overall operation system of UR is similar to that of ZARA.

1, design side: a small number, pay attention to fashion trend forecast and retail data feedback. In order to minimize inventory and increase turnover, UR follows a small number of principles, develops 12000 models a year, and actually puts in over 9000 models. Its product development team of more than 300 people pays attention to the prediction of popular accessories and design elements through the browsing of fashion websites, overseas exhibitions, and fashion shows, and applies them to the design. Feed, quickly adjust product fabric, cutting, color and pricing.

2, production side: shorten product lead time, and own factory guarantee to undertake urgent single capacity. UR products are mainly divided into three categories: planned goods, emergency goods and return products. The planned commodities usually need 60 days from design to store display, and the fastest 10 days of emergency and return products can be achieved, leading to the traditional clothing brand. To ensure flexibility in supply chain response, the company owns its own factory to undertake emergency orders.

3, terminal: 1000 square meters store with rich SKU display + a week of new continuous brings fresh experience to consumers; under the "direct camp" mode, unified management of terminal stores, daily retail data analysis provides guidance for store purchase and headquarters design.

UR stores give priority to the location of a second tier city core business circle, and at the same time actively radiate to the newly emerging peripheral business circles gathered by young people. The stores are mostly 1000 square meters or more. The design side is rich in SKU supply, and the next stores are often new every week (such as Guangzhou's good Plaza store every Monday, four or five new). The constantly updated store display gives consumers a continuous fresh shopping experience.

At the same time, UR has expanded its channels through the "direct camp" mode. Currently, the number of franchising channels is about 60%, and the franchising channel is still dispatched by UR to control the store's image design, merchandise operation and shop assistant training. The storefront team analyzes the data of each store daily, and puts forward the arrangement of return order, extension design and cargo transfer, so as to adjust the purchase and supply chain timely, and adjust the production schedule in time. The designer laid a solid foundation for systematic work in accordance with consumer preferences and adjusting the design style in a timely manner.

According to official website information, the first textile network reporter noted that investing in a UR shop also requires a certain amount of economic strength. According to a store estimated at 1000 square meters, the total investment is more than 6 million, including: the brand margin is 500 thousand yuan, the goods margin is 1 million 500 thousand yuan (after the contract expires, no interest is returned), the shop decoration cost is about 2000 yuan / square meter, and the opening shop operation material cost is about 1900 yuan / Ping; Property leasing margin of about 30-50 yuan.

Of course, the requirements of UR for the franchisee are also very strict: for all shopping centers and standard stores in the country, at least 1000 square meters or more, the business life will reach 5 years, UR will assign the store manager to the franchised store and have full power management. In the course of operation, UR will assume the goods and the customers will have zero inventory. The franchisee also needs to bear the following expenses: 2 million gold, lease and energy management. Fees, labor costs, taxes and fees, credit card handling fees, alteration and maintenance costs, promotion costs and display fees.

It has been reported that in 2011, UR had 10 stores in the country, earning 180 million yuan. In 2016, the number of domestic stores reached 150, and its revenue reached 2 billion yuan. The annual compound growth rate reached 62%. Soochow securities had expected that under the background of relatively stable gross profit rate and effective control fees, it is estimated that net profit attributable to parent companies in UR2017, 2018 and 2019 will reach 3 billion 430 million yuan and 37.7 respectively. Billion yuan, 3 billion 950 million yuan.

The first textile network reporter noted that UR started all through 2013 as a self operated channel, but because of the market downturn in 2013 and 2014 and the tight cash flow of the company, the new channel development was difficult. The company has developed the "semi self operated" channel according to its own circumstances, which is actually a special demand operation. The property owners pay rent and decoration fees, and give a certain margin. UR is responsible for the entire store operation and the profit is divided into two parts. There is a store in Xiamen and Zhengzhou respectively. In 2014, UR optimized the franchise process and launched it formally. The other side is only responsible for the rent and the clerk's wages. UR controls the store's image design, commodity operation, shop assistant training, and sends store manager's management. Since then, UR has opened shop to enter the fast lane of scale operation.

In contrast, UR has a similar sales pattern similar to that of the direct selling mode. It adopts direct sales and franchised sales mode. At present, the company has established direct outlets in the first and second tier cities.

From the perspective of offline channels, by the end of 2019, there were 894 stores in the city, a net increase of 130 compared with the beginning of the year, of which 441 outlets were directly owned, with a net increase of 76, and 453 of the franchise stores, with a net increase of 54. Under the pipeline, the main channels include the high-end department stores, shopping centers, airport high-speed rail transport hub and golf courses. The location of the shops is excellent and the advantages of the offline channels are obvious.

CICC analysts, Fang duo, said that the company mainly adopted a joint venture mode (the other side provided the venue and collection services, and the sales revenue was divided into proportions without paying the rent of the site). At the franchisee level, the company collected the order of franchisees through two orders per year, and bought buyout sales, but allowed the franchisees to apply for a certain proportion after the end of spring, summer and autumn and winter. Quality exchange (for the sale of unsold seasonal clothing, the same price for the next quarter), while prohibiting dealers from opening stores and adjusting sales prices.

Overall, brisen's restrictions on franchisees are relatively strict, to a certain extent, to help maintain brand image, but also limit the scale expansion speed. Online channels, the company's product price distribution in the range of 300-3000 yuan, the high price of varieties is generally 400-800 yuan, more than 1000 yuan or more products are still offline sales.

With the development trend of urban community-based development, the city of Dubai will dig a high-end community in a second tier city as a potential market, and further sink the market to a faster three or four tier city, with a focus on the quality of shops and the level of store effectiveness.

Online channels, in the first half of 2019, the opening of the Tmall flagship store, the company actively layout online channels, through the deep cooperation with the electronic business platform, to provide consumers with multi-channel shopping experience. At the same time, through the micro signal +VIP community marketing + small program live broadcast, the lower line members smoothly drain to the online, open up online and offline channels, further enhance the channel liquidity, effectively compensate for the impact of the first quarter of 2020 on the offline channel.

According to the financial report, in 2019, the business income of the company was 1 billion 826 million yuan, an increase of about 23.7% over the same period, and the net profit attributable to the parent company was 407 million yuan, up 39.13% from the same period last year.

In the first quarter of 2020, the impact of the epidemic was lower than that of the company's revenue from 22.34% to 366 million yuan, and the net profit attributable to the parent company decreased by 25.27% to 97 million 60 thousand yuan.

Fang duo said that in recent years, the pace of revenue growth was faster than that of Ewing. In 2019, more stores were invested and 130 new stores were added. The company expects its number of stores to reach 1500-2000 in the future. But we should also see that the price of products is higher than that of Vigna S, and the gross profit margin in 2019 is 68%, which is higher than that of similar listed companies.

In 2019, the net interest rate of 22% was lower than that in the past few years, and the decline in operating costs was the main reason. The proportion of sales expenses is relatively stable, and for many years it has stabilized at 30% of revenue. In the first quarter of 2020, affected by the epidemic, the company's revenue fell by 22% compared with the same period last year, and the net profit fell to 25% year-on-year. Historically, the two quarter was the traditional sales slack season, and the first quarter new stores opened and offline marketing activities were postponed. The recovery in the two quarter remains to be investigated, and the three quarter is even more desirable.

Fang duo believes that the product is positioned in the high-end, and the line has not been over dependent on the franchisee mode to maintain the brand image. The future will fall to the three or four tier city, which will bring about a rise in the sales cost, and it is possible to sacrifice the product positioning and launch more low and medium price products, which will suppress the profit margin of the company.

First textile network reporter learned here: Shen Jindong, director and general manager of the company, recently revealed that the company's development goals in the next three years are: (1) strengthening the upgrading of marketing network, expanding the distribution of outlets, further improving the breadth and scope of the retail terminal, increasing the coverage of product market, strengthening the control of retail terminal and enhancing the output efficiency of single store; (2) increasing product research and development. At the same time, we can improve the product's functionality and quickly capture the tidal current elements, and further enhance the fashion and leisure elements in the aspects of comfort, style and color. (3) upgrade the supply chain management system, and actively build the whole channel service platform; (4) strengthen the terminal image construction, media advertising, event promotion and thematic activities marketing, and spread the company's "life Golf" products. Brand concept, so that the company's high-end golf apparel brand image has been continuously strengthened; (5) to promote multi brand strategy, and strive to create holiday tourism costumes; (6) actively layout the red economy, speed up the construction of new retail; (7) establish and improve the talent development system.

As of today's (June 13th) evening dispatch, the first textile day reporter received a 15.07 yuan / share share on the trading day of the company, which rose 0.13%, and the market value was 7 billion 898 million yuan. As of March 31, 2020, 15516 shareholders of the company were up to 6790, compared with 8726 households in December 31, 2019. The growth rate was 77.81%, with 19868.28 shares per household.