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Revisits the strategic resource management (SRM) model, a framework that was developed 20 years ago as a managerial tool for performance measurement and integrated decision making in retailing. Shows certain modifications to the SRM model, focusing on the gross and net margin return on retail space (i.e. GMROF and NMROF) as the key metrics. Authors contend the new focus gives the SRM framework a firmer grounding conceptually, and makes the SRM model more directional in practice. The paper also extends the SRM framework from its traditional gross margin metrics to net margin. Authors believe the greatest benefits of the SRM framework continue to be in benchmarking, planning, and executing alternative inventory, space, and people strategies in an integrative fashion.

The purpose of this paper is to critically examine the underlying reasons for the recent slow‐down in the rate of sales growth for the world's largest retailer, its implications for the economic valuation of this enterprise, and its future as a cohesive organization.

Wal‐Mart's comparative or same store sales growth over the last five years are contrasted with two of its key rivals Target and Costco, and the source and momentum of its core US growth record are examined over the last decade.

The results of the investigation indicate that Wal‐Mart has entered a new phase in its evolution as an enterprise, and the future rates of its growth will be limited to 3‐4 percent per annum in comp, and 10‐12 percent in total sales, excluding any acquisitions. This “new normal” is in part due to the extreme market share of Wal‐Mart in many of its trading areas, and the changing competitive landscape that was in no small part “created” in reaction to Wal‐Mart's own market power.

The analysis and its conclusions are of interest to retailing students and scholars who have been following the Wal‐Mart enterprise throughout the years, as well as retailing and merchandising analysts who have been struggling to define a new valuation model for the world's largest retail company. The paper is also of interest to retail market strategist as it illustrates that there are potential and natural limits to growth in all competitive arenas, and sources of new growth will always have to be sought in new product‐market spaces.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Since being founded in 1962 by Sam Walton, Wal‐Mart has grown into a global company with more than 1.3 million associates worldwide and nearly 5,000 stores and wholesale clubs across 15 countries. However, a number of events and headlines have recently thrust Wal‐Mart into the center of public attention for all the wrong reasons.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.