Brief introduction of pulsed matter

Through effective procurement, low-cost logistics, modern operation and control of expenditure ratio, Puls Matt provides its members with the lowest possible domestic and foreign brand-name products. Puls Matt is developing rapidly and will soon become one of the largest retail enterprises in China. Following the business philosophy of always providing the best quality products for members and always saving money for members, Puls Matt's high-quality, high-volume and low-price operation mode and national development strategy have had a positive impact on members' customers and communities, making our mission a part of members' high-quality life.

History of Puls matt member store

1954 Sol Price founded the concept of the first Fed Mart discount store chain store in the United States.

1976 Saul price and Robert price established the first price club warehouse member store in the United States.

1980 price club listed.

1993 price club merged with Costco company.

1994 Sol Price and Robert Price first introduced the concept of Puls Matt membership to the Asian and Latin American markets.

1996 Puls Matt member shopping enterprise center was registered.

1997 China's first Puls Matt member store opened in Beijing.

1998 the second Puls Matt member store in China opened in Beijing.

1999 the third and fourth Puls Matt member stores in China opened in Kunming and Beijing respectively.

In 2000, the fifth Puls Matt member store in China opened in Chengdu.

In the first half of 200 1 2000, two new Puls Matt member stores were opened in China, located in Beijing and Kunming respectively. On February 1 1, 2004, the retail industry in China was fully opened to foreign investment according to the principle of W TO. However, only ten days later, as one of the representatives of foreign retail industry who took the lead in China, Puls Matt's member stores have been frustrated in Kunming, Chongqing, Chengdu, Tianjin and other places and stopped operating.

Puls Matt's member stores closed down one after another, as if dominoes had fallen one after another. What is the reason? There are three reasons for industry analysis: improper birth, broken capital chain and operating loss. In the second half of 2002, as soon as Norma arrived in Chongqing, she raised the banner of American retail giant Puls Matt. In fact, in the United States, people have never seen Norma supermarket, only Puls Matt member stores are all over the United States.

As a Normat investment company, Nuoheng Group is an out-and-out Chinese private enterprise. Puls Matt is only a foreign brand franchised by the group, and Puma is only a member store abroad.

Normat supermarket was born because the format of Puls Matt member store can no longer meet the market demand, so the supermarket format of Normat shopping plaza was born, which is an out-and-out indigenous, not a "foreign supermarket" mistakenly thought by the outside world.

People in the industry think that the bloodline is impure, so they dare not face it squarely, and pretend to be a "foreign faction", laying the groundwork for Norma's defeat in Maicheng. It is said that Nuoheng has grown to more than 40 stores in China, including Puls Matt member store and Normat supermarket. On the surface, its financial strength is very strong, but in fact it is an empty shell. Chongqing Presmart Commercial Company recently announced that it has been unable to repay its suppliers' debts. The rupture of capital chain is the main reason for the frequent closure of Norma stores.

The more new stores are opened, the heavier the debt, and finally overwhelmed. Normat has been embezzling money from suppliers because it needs money to open a shop. Chongqing suppliers revealed that,

Normant took a lot of money from two stores in Chongqing when he was ready to open a Zigong store. Chongqing Norma confirmed this statement. The supplier can't get the payment, so he has to keep asking for it. By 2004, Norma had 2 12 unpaid defendants in court, involving 60 million yuan. Normant has been in Chongqing for more than two years. How does it work? Someone in the industry has made a comparison: the sales volume of Norma Nanping Store is about 1 000 square meters, but the sales performance is not as good as that of a new century supermarket with only 2000 square meters.

The reasons leading to poor sales performance are fierce competition in the industry and poor internal management. Take the layout of the store as an example. The most attractive fresh food is arranged on the third floor of Nanping store, which makes customers flinch. On the other hand, suppliers distrust Normat because of the problem of payment for goods, and delay in supplying goods, which also makes the store fall into a situation where it is impossible to extricate itself.