Sewell, WilliamMason, Roger BruceVenter, Petrus2025-07-022025-07-022017Sewell, W., Mason, R.B. and Venter, P. 2017. Socio-economic developmental strategies as retail performance indicators: a balanced scorecard approach. Development Southern Africa. 34(3): 365-382. doi:10.1080/0376835X.2017.13088570376-835X1470-3637 (Online)isidoc: EU6JThttps://hdl.handle.net/10321/6067This research analyses the commitment to and use of ‘balanced scorecards’ by retailers in generating sustainable profitability, whilst contributing to socio-economic development in South Africa. An international literature review of scorecard frameworks, plans and reports by major retail companies and semi-structured dialogic interviews with a purposive sample of retail business stakeholders and government officials formed the methodology. By contrasting the literature and empirical insights, a summary of findings was generated, which conclude that most retailer scorecards (formal or informal) seek to balance financial with ‘cause-related marketing’ targets, but implementation differs according to factors such as company size, developmental maturity and managerial competence. Furthermore, collaboration between retailers and state institutions in scorecard management is not a reality, as has been achieved in other industries. It is therefore recommended that a Retail Charter scorecard framework be considered, to promote public/private-sector knowledge-sharing and socio-economic development.19 penAttribution 4.0 Internationalhttp://creativecommons.org/licenses/by/4.0/Socio-economic developmentTriple bottom lineNational Development PlanCause-related marketingCorporate social investment1402 Applied EconomicsDevelopment Studies4404 Development studiesArticle2025-03-1410.1080/0376835X.2017.1308857