In our case we can relate how the management needs to decide upon a holistic decision considering all the ethical dilemmas that arise from the situation. They also need to look into the fact that company’s interest is looked at first. Hence in our consideration the clean management company should look into the overall good. They should look into the fact that management looks into the overall good. (Ethical Resources, 2011) NEXT has been investing in exclusive brands for its “better” and “best” price zones since 2007. An example is UK Living, which we see appealing to shoppers of the Ralph Lauren brands carried by Dillard’s Inc. and Macy’s. Through its successful partnership with Liz Claiborne Inc., NEXT became the exclusive department store retailer in the fall of 2010 of the Liz Claiborne and Claiborne brands, which replaced the Liz & Co. and Concepts by Claiborne lines formerly sold in NEXT stores. These brands have been a winner for both companies. (Cooper, 2008) NEXT has also been leveraging exclusive brands to build its base of contemporary customers—women under 35. These include I “Heart” Ronson, a women’s sportswear line by Charlotte Ronson; ALLEN B., a women’s sportswear and dress collection by Allen B. Schwartz; and MNG by Mango, a collection of women’s career and casual women’s sportswear, handbags, accessories, and footwear, that represent NEXT’s attempts at fast fashion. These brands also provide the company with the potential to set (rather than follow) fashion trends.
在我们的例子中我们可以涉及如何管理需要决定一个整体决策考虑所有的道德困境的情况出现。他们还需要观察的事实，公司的利益是看着第一。因此，我们考虑的清洁管理公司应该考虑总体上是好的。他们应该考虑的事实，管理是总体上是好的。（伦理资源，2011）下一直在投资专有品牌以其“更好”，“最好”的价格从2007区。一个例子是在英国的生活，使我们看到了吸引的拉尔夫劳伦品牌由迪拉德公司和梅西。通过与丽兹Claiborne Inc.的成功合作的购物者，下成为唯一的百货零售商在2010的丽兹Claiborne和克莱本品牌的秋季，取代了丽兹& Co.和概念的闺蜜线下商店以前出售。这些品牌都有公司是赢家。（Cooper，2008）下也被利用专有品牌在35建立客户基础的当代女性。这些包括我的“心”森，一个妇女运动线Charlotte Ronson；艾伦，艾伦B.施瓦兹的女性运动服装和服饰收藏；和MNG的芒果，收集了女性职业与休闲女装运动服，手袋，配件，鞋类，代表未来的企图在快速时尚。这些品牌也为公司提供潜在的设置（而不是跟随）流行趋势。
