1995 Carrefour entered the Chinese market, foreign investment in the retail industry has long occupied the first rank. As early as after the year 2002, Carrefour started to profit, was the only one which is the foreign retail enterprises profitable to enter the Chinese market. Many industry veteran more than once said that Carrefour entered China in the beginning of the level of single-store management, human resources are worthy of peer reference reserves, but also because of its unique mode of operation in the early years, it was wind and water.

　　First off store storm, March 2010, Dalian xinhualvzhou shop off the new Carrefour stores; July, Xi'an hamlet only three years operating stores are closed because of poor performance. Incident occurred after the supplier to Carrefour area is constantly on the run: 6 months, a supplier to Carrefour in Qingdao to charge exorbitant slotting allowance. And payment default on the grounds in court. December, Master out of stock in turn pushed to the wind storm sharp wave mouth. In addition, June and July, a large number of executives and key personnel to resign and form a "Carrefour leave the door." During this period, Carrefour did not storm off: illegal promotions milk powder incident, was found selling counterfeit and shoddy products, sales of the "three no" clothes, until recently the frequent "price tag" incident, the Carrefour's position in the minds of consumers play to the bottom.

　　As a former first Chinese retail, Carrefour pattern has been talked about the industry. An industry veteran who filed for the reason Carrefour trapped, and sighed, said, the success or failure are just for this. Carrefour is the same for many years the profit model, let it step by step into a corner.

　　Carrefour, the basic content model is: start with a one-time supplier of handing to buy goods and then selling the customer a small increase. Subsequently, the supplier continued to be out of the price tag down, commodities in supermarkets also getting cheaper, this model has been most rapid consumer acceptance. Since then, Carrefour began requiring suppliers to checkout after the extension period of 3 months, in the huge selling pressure, many suppliers began to Carrefour to pay "slotting allowances" to get a good position and distribution of priority when.

　　However, it is the business model shows its drawbacks, the supplier of "slotting allowance" contradictions, as Carrefour subsequent development of the "flawed", over the past two years, and the contradictions between the suppliers, to the last year finally the end of a "runaway" scenes. Previously known as the most flexible single-store operations management, shows that more and more negative effects: fragmentation of the store management has become a hotbed of corruption; counterfeit products frequently enter the supermarket.

　　At this point, but in other domestic supermarkets continue to "conquer new territories," Wal-Mart's focus on using the latest technology, to establish a scientific and efficient supply chain management, to reduce logistics costs and procurement costs, through the net price of goods for profit. Wal-Mart is a more direct strategy of localization, co-operation with suppliers to obtain the most stable and lowest prices available. The encirclement of the many retailers, the Carrefour management less, the price no longer has an absolute advantage, market deep plowing is not enough and other shortcomings, are further highlighted, ills stack, so proud of Carrefour had advantages no longer profit model, and then Carrefour is now created in the Chinese market "gridlock”. Contraction is experiencing the pain of the global front, Carrefour, it is not easy.

Which of the following best states the central idea of the passage? （　　）

• A.Master Kong Door
• B.Closing the shop
• C.Price tag door
• D.Leave the door