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Several cash flow forecasting models have been developed for use by the contractor at the tendering stage. The majority of these models have been based on the standard S‐curve. The accuracy of these models depends on the accuracy of the standard S‐curve used. Many researchers have attempted to develop standard S‐curves using past projects. These projects were primarily classified in terms of broad‐based categories (e.g. commercial buildings). The results of past research have demonstrated that cumulative value/cost curves vary significantly. In the present paper, a more specific type of building was selected (food retail stores). Historical data for 20 projects was collected and analysed for the feasibility of developing a more accurate standard S‐curve. The results demonstrate that an accurate standard S‐curve was not achieved even when projects were further classified into more detailed groups (i.e. different sizes of superstores).

Discusses the historical evolution of out‐of‐town shopping developments in the UK, from the superstores retailing food, DIY, carpets and electrical products to new formats of warehouse clubs, factory outlet centres and airport retailing. Argues that this fourth wave of development may die prematurely, like proposals for regional out‐of‐town shopping centres, because of an increasingly hostile political environment. Comments that formats such as factory outlets will not be lured to traditional town centres and that potential investment will be lost.

Identifies some of the industry‐wide changes such as the decentralization of retailing and the impact and implications for town centres of retailing and its wider function. Examines the recent upsurge of interest in town centre management in the context of current government planning policy guidelines and ministerial statements. Identifies the key components of successful town centres including private/public sector partnerships and funding. Demonstrates, through an examination of initiatives taken by two particular authorities, the need for a flexible interpretation of the concepts of town centre management.

Retail warehousing is a subject of great topicality and interest. The property and planning press regularly contains new superlatives describing the behaviour of this sector of the retail industry. ‘…furniture and DIY warehouse sales were £658 million in 1984 showing a growth of 25% per annum since 1981.’ ‘Since 1977 retail warehouse rents have increased by a staggering 16.5 per cent per annum…compared with 13.0 per cent per annum for prime town centre retail rents.’ In 1986 there were current planning applications for more than 1.75m sq. ft of retail warehousing in the outer south east alone and ‘there are now over 1,000 stores in the country, with an estimated 40 chains currently seeking sites for 1,900 out‐of‐centre stores.’ Such statements distract the attention and make more difficult an examination of the factors which have underlain the emergence and remarkable growth of retail warehouses. Retail warehouses are one particular type of retail outlet and should be considered within the context of those wider trends evident in the retail sector as a whole.

Do out of town superstores adversely affect traditional shopping centres by siphoning off the higher purchasing power of car‐owning households? The arguments for and against persist, but it appears that retail warehouses, selling bulky, durable goods in out of town locations are generally looked on favourably by planning authorities. As the trend to larger stores seems to have developed an unstoppable momentum, a recent project was set up to find out how accessible edge, or out of town, warehouses are, who uses them, and how they affect conventional shopping centres, particularly those with shops selling comparable merchandise. The following paper presents part of this research. It was carried out by Transport and Environment Studies (TEST), for London Transport in their dual role as public transport operators and as land owners with sites of interest to DIY superstore developers. The paper was presented at PTRC's 12th annual summer meeting in July this year, at the University of Sussex.

Despite the euphoria surrounding 1992, the recent international expansion of British retail organisations has been oriented mainly towards the US. Such expansion has predominantly taken the form of the acquisition of US retailers, rather than through the establishment of greenfield stores. As a consequence of their US acquisitions, a number of British retailers are now well established across the Atlantic. Some reorientation of the geographical focus of British retail acquisitions abroad, however, may be necessary to reap the expected benefits of the Single European Market. British retail acquisitions in the US are examined in the years between 1984 and 1989 with particular emphasis on acquisition strategy, motivations, performance and the impact of 1992.

Explores the potential impact of recent changes in planning policy on the growth of a new UK retail format ‐ factory outlet centres. Factory outlet centres are a new out‐of‐town shopping genre which has been imported from the USA. In 1993, there were two such centres in the UK; by 1994, there were proposals for 18. During the same time period, government policy towards out‐of‐town shopping developments changed, with successive guidance notes aimed at restraining out‐of‐town developments in a bid to enhance the vitality and viability of town centres. Examines the impact of changing policy on the development strategies of factory outlet centre developers and outlines the current and potential future shape of factory outlet centre retailing in the UK.

Investigates the role that retailers play in the cash funding of town centre management (TCM) schemes in the UK. The findings are drawn from a detailed questionnaire survey of town centre managers, and a series of interviews with retail business representatives. Reveals that although most TCM schemes attract some funding from retailers, the number who contribute is very low. Moreover, substantial financial involvement in TCM at a corporate level is restricted to seven major retail companies. It is also shown that retailers’ financial support for TCM can be classified into two basic types: “ring‐fenced” and “freestanding”. In conclusion, the implications of the relatively low level of retail funding for TCM are assessed, and some potentially useful areas of research are identified.

The need for a more overt marketing orientation within planned shopping centres in the UK has been noted by various authors. However, the management orientation of planned shopping centres has been described as property‐ rather than customer‐led. This article considers the role of marketing for planned shopping centres, with particular reference to regional shopping centres (RSCs). The emphasis of marketing activity in this context is primarily promotional, and the process by which promotional activities are planned and implemented by RSCs is considered and contrasted with Fill's model of the marketing communications planning process.

Semi‐structured interviews were undertaken with marketing managers in four of the nine RSCs in the UK (two interviews were face‐to‐face, one interview was by telephone and one interview was via e‐mail). These exploratory interviews sought to identify: respondents’ perceptions of marketing and the role of the marketing function within the organisation; the nature of the marketing/promotional objectives that were set; the identity of the target audiences for marketing/promotional activity; the process by which this activity was planned; and the specific marketing/promotional tools used. All the interviews were analysed using the template analysis technique.

Findings are reported under the following headings: role of marketing; perceptions of marketing; marketing planning; target audiences/objectives; promotional activities; and evaluation.

This research is exploratory, comprising four interviews (however, there are only nine RSCs in the UK). More detailed research into the processes of marketing communications planning in this context should be implemented.

This paper shows how general models relating to theoretical aspects of marketing (in this case marketing communications planning), may need to be amended to reflect the practical reality of specific market contexts and the discussion section of the paper outlines this in more detail.

Following on from the above point, the paper provides a framework for marketing communications planning in the specific context of RSCs in the UK. As such, it has resonance for the practice of marketing in all planned retail developments.

Explores the economic advantages of superstore (food and non‐food) development especially to the consumer. Looks at the increasing difficulties facing superstore retailers and developers in the UK. Provides some recommendations for superstore retailers and developers. Concludes that superstore and retail parks enhance retail competition and thus are of benefit to the consumer.