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training_data/curated/text/7e15ce24e4b0925bfc90c0cc735079b38c43226de3f85017e80e0fe30a1e5e20.txt

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+The Four Drivers of Value  •  105
+Over this very long period, the nominal GDP growth in the United 
+States averaged just over 6 percent per year. If the investment projects 
+of a company are generally successful, the company will be able to 
+dependably grow its profits at a rate faster than this 6 percent (or so) 
+benchmark. The length of time it will be able to grow faster than this 
+benchmark will depend on various factors related to the competitive-
+ness of the industry, the demand environment, and the investing skill 
+of its managers.
+Seeing whether or not investments have been successful over time is 
+a simple matter of comparing OCP growth with nominal GDP . Let’s look at 
+a few actual examples. Here is a graph of my calculation of Walmart’s OCP 
+and OCP margin over the last 13 years:
+2000 2005 2010
+0.00%
+0.50%
+1.00%
+1.50%
+2.00%
+2.50%
+3.00%
+3.50%
+4.00%
+4.50%
+5.00%20,000
+18,000
+16,000
+14,000
+12,000
+10,000
+8,000
+6,000
+4,000
+2,000
+-
+Estimated Owners’ Cash Profit and OCP Margin for Walmart
+Total Estimated OCP (LH) OCP Margin (RH)
+As one might expect with such a large, mature firm, OCP margin 
+(shown on the right-hand axis) is very steady—barely breaking from the 
+3.5 to 4.5 percent range over the last 10 years. At the same time, its to-
+tal OCP (shown on the left-hand axis) grew nicely as a result of increases 
+in revenues. Over the last seven years, Walmart has spent an average of 
+around 2 percent of its revenues on expansionary projects, implying that