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Men'S Clothing Brand Hai Lan'S Backdoor Listing

2013/8/26 20:23:00 11

Men'S ClothingBrand ClothingHai Lan'S Home

After the defeat of P, a href= "//www.sjfzxm.com/news/index_c.asp" > Hai Lan home "/a" chose to enter the A share market with the "same root" brand, keno technology reorganization, backdoor listing and listing in IPO.

Recently, more than a month after the suspension of keto technology again released the resumption of the resumption announcement shows that the company intends to issue shares to buy the 100% stake in Hai Lan home Clothing Co., Ltd.

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After the defeat of P, IPO chose to enter the A share market with the same root brand.

A few months ago, a more than a month of the resumption of a more than one month postponement announcement by Keno technology, the company will issue shares to buy a 100% stake in Hai Lan's clothing Limited.

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< p > > a href= "//www.sjfzxm.com/news/index_c.asp" > "Keno technology < /a > said that the company expected to complete the relevant work before August 22nd to achieve resumption, but because the major asset reorganization involves a wide range of projects, the discussion, argumentation and improvement of the scheme will take a longer time, and the related assets audit and evaluation procedures are more complex, so the company can not resume the business within the scheduled time.

It is understood that Keno technology has been the assets of Hai Lan group.

In 2000, keno technology landed at the Shanghai Stock Exchange.

In order to pave the way for the listing of Hai Lan's home, in August 2010, Hai Lan group pferred all its Keno technology shares to the remaining shareholders.

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< p > 2012, Hai Lan's family intends to raise funds 1 billion 60 million yuan to impact IPO. However, the China Securities Regulatory Commission believes that the operation of Hai Lan's home lacks independence.

Hai Lan group, the controlling shareholder of Hai Lan's home, has some business or Capital Dealings in 2009 and 2010 with its holdings of Keno technology.

This has also led to many stranded construction projects such as marketing network, logistics storage and distribution center and clothing research and design center.

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< p > at the same time, the prospectus submitted in Hai Lan's home is also listed.

In the 2009-2011 years, the inventory of Hai Lan's home was 13 million 30 thousand, 17 million 250 thousand and 33 million 930 thousand, with an average annual compound growth rate of 61.37% during the reporting period.

In the same period, the inventory value was 1 billion 305 million yuan, 1 billion 593 million yuan and 3 billion 863 million yuan respectively, accounting for 50.21%, 44.41% and 56.02% of total assets respectively.

Data show that the home of Hai Lan belongs to the countdown in the clothing industry.

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< p >, meanwhile, the joining mode of Hai Lan's home has also been questioned.

Reporters learned that, unlike the general mode of joining, in the eyes of many financial institutions, Hai Lan's family adopts the financing method to develop and join.

Hai Lan's home requires the franchisee to pay only one million yuan deposit, including site selection, store management, inventory handling, etc., all of which are included in the company.

In the past prospectus, Hai Lan's home also emphasized that the model was designed to attract more social investors and idle funds.

It is also this mode that allows Hai Lan's home to control the terminal stores, but also increases the company's high inventory crisis.

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Ma Gang, an independent shoe clothing commentator, thinks that most garment companies choose backdoor listing because of the downturn in P industry.

The application of Hai Lan's home to be listed again may be due to the large capital demand of the company, but it is rather short of money.

In Ma Gang's view, although Hai Lan's family still has many problems, its unique mode of joining is an inspiration to the traditional < a href= "//www.sjfzxm.com/news/index_c.asp" > clothing < /a > enterprises. From this perspective, we can not deny the value of the listing of Hai Lan's home.

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