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Abstract

Wal-Mart Stores, Inc, the retailing giant, is the largest corporation in the world. Wal-Mart had pursued a strategy of 'Everyday low prices' which had been Wal-Mart's primary growth driver since its inception in 1962. With several players successfully selling on the 'low price' plank, Wal-Mart can no longer claim it as its unique selling point. Wal-Mart has been witnessing a slow down in its growth rates since the mid 1990s. In 2006, Wal-Mart recorded its first quarterly profit decline in 10 years. Is Wal-Mart's business model running out of steam? Will Wal-Mart be able to resurrect its productivity and profits, and unearth its next growth pool?
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Abstract

Wal-Mart Stores, Inc, the retailing giant, is the largest corporation in the world. Wal-Mart had pursued a strategy of 'Everyday low prices' which had been Wal-Mart's primary growth driver since its inception in 1962. With several players successfully selling on the 'low price' plank, Wal-Mart can no longer claim it as its unique selling point. Wal-Mart has been witnessing a slow down in its growth rates since the mid 1990s. In 2006, Wal-Mart recorded its first quarterly profit decline in 10 years. Is Wal-Mart's business model running out of steam? Will Wal-Mart be able to resurrect its productivity and profits, and unearth its next growth pool?

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