Uncover the inside story of Carrefour making money-Carrefour is a wolf in the ocean supermarket!

According to a reporter's survey, thousands of local suppliers provided goods for this huge "Foreign store", but were first tired. Carrefour was able to "develop" rapidly in China in the course of various charges on these suppliers ".

After Carrefour entered China, how many little-known profitable insiders were hidden in its prosperous appearance and after its well-known advanced management model? According to a reporter's survey, thousands of local suppliers provided goods for this huge "Foreign store", but were first tired. Carrefour was able to "develop" rapidly in China in the course of various charges on these suppliers ".

Some sales staff who have been dealing with supermarkets for many years told reporters that Carrefour is a demanding one among the many "foreign supermarkets" in China. The biggest headache with the cooperation with Carrefour is the extremely unstable middle-level managers. A sales manager said that in more than a year, the supervisor he contacted had changed to five because of the inconsistency in the management process and even inconsistency, therefore, it is often the case that the phone number provided by the supermarket cannot be used for normal cooperation.

What makes suppliers feel "fear" most is Carrefour's numerous post-accounts and unfair fines, which means you have not discussed them! It can make you dizzy:

Unconditional deduction: 45% of the supply fee is deducted in the first year, 24% of the supply fee is deducted in the second year, and 27 stores nationwide.

Consultation Service Fee: before December 1, 0.5%, It is 1% of the total tax-included purchase amount, and increased to in December 1, and respectively.

Unconditional discount: 3.5% of the total tax-included purchase amount for the year, which is deducted from the monthly payment.

Conditional discount: if the total amount of goods without tax included in the year is greater than or equal to 0.7 million yuan, 0.5% of the total amount with tax included in the year is deducted. If the total amount with tax included in the year is greater than or equal to 1 million Yuan, 1% of the total amount with tax included in the year are.

Delivery Fee: 3% yuan for each store.

Entry Fee: RMB 15 thousand is charged for each store and is deducted when new products are delivered.

Code fee: 1000 yuan for each type.

New product cabinet fee: 1500 yuan per store.

Celebration fee: RMB 1000/Store, five times in total for New Year's Day, Spring Festival, May 1, mid-autumn festival, and Christmas.

Shop celebration fee: RMB 1500/shop time, divided into international shop celebration and Chinese shop celebration.

Mall poster fee: 2500 RMB/Store, once a year.

Store promotion head fee: 1500 Yuan/Store, three times a year.

China's recommended product service fee: 1% of the purchased amount including tax, which is deducted every month.

Old store renovation fee: 7500 RMB/store, which is borne by the store location.

New store opening fee: RMB 20 thousand/store, which is borne by the new store location.

Liquidated Damages: each store can only sell 5 + 1 product according to the contract. goods outside the contract can be added or changed to a single item, and the contract will be terminated and fined 5000 yuan.

Delivery Time: for three days, including the order date, 0.3% of the contract amount will be fined for each delay, and 3000 yuan will be fined for non-delivery.

Invoice delivery: VAT invoices can be delivered by four stores in Dalian, Wuxi, Nanjing, and Ningbo within 10 days. Other stores in China must be delivered with the goods.

It is understood that the amount listed above is all non-tax accounts, suppliers also need to pay the value-added tax for these expenses for Carrefour. Whether this violates the national tax law is worth studying.

Among the suppliers surveyed and visited by the relevant departments, all the contracts signed with Carrefour are format contracts. That is, all the provisions in the contracts are prepared by supermarkets and there are no negotiation terms, there is no sense of fairness or mutual benefit at all. suppliers have to sign the agreement if they want to sell goods at Carrefour.

After careful calculation, these various and dazzling charges are astronomical! There is a production manufacturer in Beijing whose products are sold third in the country. During the period from May 2001 to June 2002, the value of the warehouse products provided to Carrefour was RMB 0.25 million, and the actual account amount was only RMB 90 thousand, the remaining items are all debited and the project is deducted. In the Carrefour fangzhuang store in Beijing, a supplier provided 0.2 million yuan of goods for sale, but failed to get the settlement for four consecutive months on the grounds that the fee deduction standard was not met. In June 2002, after Carrefour deducted the fee, the salesman only took back more than 300 yuan.

The reporter also learned from the survey that Carrefour did not regard the difference between the wholesale price and the retail price as the main way to obtain commercial profits, but did everything possible to increase non-operating income. Facts have proved that Carrefour has made huge profits before its commercial operation.

Many tax deductions, lucrative profits, and taxes from some countries on behalf of suppliers. These made suppliers feel that Carrefour opened its own branches throughout China with the defaulting payment, it has formed a "family of joys and sorrows" situation.

Carrefour's "black income" has resulted in a significant increase in supplier operating costs. Suppliers are forced to increase the wholesale price of their products, and these costs will undoubtedly be transferred to consumers. In the survey, some suppliers said they had to cooperate with Carrefour to maintain their market share and then enter the international market through Carrefour's global procurement system. With the shrinking of the wholesale market and the repeated expansion of foreign store in China, entering the hypermarket has become an irreversible trend. Despite the difficulties, suppliers have to go back and forth for the survival of enterprises, as a result, companies like Carrefour and other "foreign supermarkets" are unable to uncover or even indulge in making money. These "foreign supermarkets" use their special position in the upstream of the economic chain to ask producers for such information. Many local supermarkets follow suit in succession, as a result, supermarkets cannot survive even if they do not do so. Many vendors have made a loud appeal: return the Pure Land of supermarkets as soon as possible.