The Rumors Of Landing On The New Three Boards Of Han Du Yi House Saw Many Unknown Details.

In the main business of Han Du,

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And the share of other businesses is rising quietly. With the professional competence and information system advantages, Korea has extended its business to the service of generation photography and generation operation.

They have fairly decentralized ownership structure and no controlling shareholders.

Five co founders Zhao Yingguang, Zhang Hongxia, Liu Junguang, Du Tingguo and Wu Zhentao hold 51.2% shares, of which the corporate juridical Zhao Yingguang shares 18.1%.

They have disclosed their main competitors for the first time: UNIQLO, ZARA, Yin man and Semir.

In April 29th, the information in the National SME share pfer system appeared.

The electronic business group Limited by Share Ltd (hereinafter referred to as the "Korean capital") is a public pfer manual, which is known by the "Amoy brand" as an electric company to land on the new third board.

In the early March, costumes were painted in the interior of Han dresses, and interviewed more than 20 Korean founders, employees, partners and investors. They looked for the successful password of Han dresses, such as small group system, supply chain, commodity planning, customer service, Han Du map, Zhihui blue ocean and so on.

It is worth noting that the Korean stock listed on the name of the "Han Du electricity supplier."

Just like Zhao Yingguang, founder of Han dresses house, said on many occasions, Han Du Yi house is far from a clothing company. Instead, it is committed to becoming an eco service provider and supporting more Internet brands.

Now, the rumors of the new three boards listed on the ROK are landing. From its public pfer instructions, we can also see many unknown details.

According to the instructions, in the 2014 and 2015 years, the 830 million yuan and 1 billion 260 million yuan were earned by the Korean capital, and the net profit attributable to listed company shareholders was -3754 yuan and 33 million 850 thousand yuan.

In 2014, due to the huge expansion of the sub brands, South Korea suffered a loss. The sub brand strategy worked well, and successfully expanded its revenue by 51.8%, and it was profitable.

From the financial indicators, from 2014 to 2015, Korea's main business gross profit margin increased from 34.83% to 39.42%, and accounts receivable turnover (annualized) decreased from 53.86 to 38.74, and inventory turnover (annualized) decreased from 5.98 to 4.41 times.

The above figures show that when the group brand is large and the expansion strength is rising, the low inventory strategy that Han is proud of has slightly loosened and the rate of account receivable has eased down. The complexity of multi brand and diversified business operation is obvious.

In addition to the impact of the manufacturing environment, the decline of the above two turnover indices is related to changes in Korean business.

From 2014 to 2015, although Han Dun's women's clothing business firmly occupied more than 70% of the share, however, the share of men's wear, children's clothing and other businesses is rising quietly. With the professional competence and information system advantages, Han Du has extended its business to the service of generation photography and generation operation, marking the determination of South Korea's pformation.

The company's main business income varies according to product classification.

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In 2014 and 2015, the gross profit rates of the main businesses of Han and Du were 34.83% and 39.42% respectively, of which the gross profit margin of children's clothing increased significantly, and the photography and generation business showed explosive growth, contributing 10 million 337 thousand yuan in gross profit.

Gross profit of main business by product classification

Decentralized ownership structure

According to the pfer instructions, South Korea has a fairly decentralized ownership structure and no controlling shareholder.

Five co founders Zhao Yingguang, Zhang Hongxia, Liu Junguang, Du Tingguo and Wu Zhentao hold 51.2% of the shares, of which the corporate juridical Zhao Yingguang shares 18.1%.

In order to avoid the shortage of single largest shareholder and difficulty in making resolutions, the founder of some A shares signed a "concerted action resolution" to resolve differences, such as blue cursor, Luzhou Laojiao and Shanghai Steel Union.

In order to realize the stability of corporate governance, Zhao Yingguang, Zhang Hongxia, Liu Junguang, Du Tingguo and Wu Zhen Tao jointly signed the "concerted action agreement" in October 25, 2014. After the company changed to a joint stock company as a whole, the parties agreed to keep consistent actions in the daily production and operation of joint-stock companies and other important matters.

These five people are the actual controllers of the company.

Following the five largest founding shareholders, ROK became the first investment project StarVC in 2014, occupying a considerable stake in Korea and Li Bingbing, Huang Xiaoming and Quan Ren holding 0.5348%, 0.5438% and 0.3955% respectively.

In September 25, 2015, the king of Shanghai announced that its wholly owned subsidiary, together with the Jing Hui investment management center of Shanghai, would inject $60 million into the Korean capital house to subscribe 2.4048% of the Korean stock. According to this announcement, the valuation of the house was 2 billion 500 million yuan.

Qian Xuefeng, chairman of Han capital, who took part in the investment, said in an interview with reporters that the development of Korean capital is not only in line with expectations, but also beyond expectations.

The two private equity funds, "Han Li Tai Tai" and "Han Li Jun", are the 0.6012% and 0.4008% shares of Shanghai's Cci Capital Ltd.

In the pfer instructions, Korea first disclosed its main competitors: UNIQLO, ZARA, Yin man and Semir.

According to the instructions, Han Du electricity supplier has learned from the international well-known fast fashion brand ZARA's buying system and the "fast, small quantity and multi item" product management mode, and successfully pferred the mode to the e-commerce platform, creating a single product whole operation system with the core of the product group system, and establishing a flexible supply chain system with rapid response, thus realizing the rapid response to the market demand in a variety of circumstances and reducing the inventory risk of the company.

At the same time, the company creatively put forward "explosive, prosperous, flat and stagnant" product evaluation rules, which can effectively respond to market demand and respond to market changes.

In addition to business models, they also have six advantages: flexible supply chain, e-commerce support system, customer service, logistics operation, brand and management team, while in terms of disadvantage, Han Du's product quality and cost control and product design capabilities still need to be improved.

At present, Han Du's sales are mainly B2C type, and sell goods to customers through self operated stores in Tmall, Jingdong and Dangdang.

In 2015 and 2014, the sales revenue generated by such sales accounted for 73.44% and 78.25% of the total revenue of the year respectively, contributing 3/4 of the company's revenue.

There are many customers in such businesses, and sales of single customers account for a small proportion of total sales.

According to the pfer instructions, there is no more than 50% of the sales accounts for single customers, and there is no risk of relying on single customers.

In fact, Tmall is still Korea's first sales channel. Through the Tmall platform, Korea can directly face a large number of terminal customers and run fans.

And vip.com and Li Ren buy platform, by B2B2C mode, occupied 27.3% of Korea and 0.11% of operating income respectively in 2015.

According to the instructions, in the next three years, South Korea will focus on the new business infrastructure with Internet technology as its core, relying on business intelligence and driven by big data, and is committed to the creativity, design, incubation and operation of fashion brands, and constantly meet the massive demand for personalized fashion products.

At the same time, in line with the direction of the upgrading and development of e-commerce, we should quickly build the core of business intelligence + big data application, and strive to create the ecosystem of fashion brand incubation and operation, which takes creativity, wisdom and financial investment as the main points, and marketing, smart storage and pportation, professional customer service, Internet media, O2O training, flexible supply chain as the elements.