Bowman’s Strategy clock can be used to analyze the competitive edge of Next clothing. The price of products and the perception based added value has been considered here. The biggest advantage of this company is the differentiation in terms of wide range of products, varying from clothes to shoes, all available under one roof. Also, there are products belonging to all price ranges, catering to all kinds of customers. The latest fashion items are updated regularly. The other advantages are the store’s international presence and web based shopping options. The reasonable prices add to the competitive edge too. Thus, these multiples factors indicate that Next has a hybrid strategy. The prices of the products at Next are reasonable and vary with quality, style and other factors. Its strength is that it has options at low prices as well as high end designer items. This widens its appeal. The Next clothing line does not aim to be the brand offering the cheapest prices in the market. It focuses on catering to a huge variety of customers with a wide array of products. It intends to make shopping simple for customers by making different kinds of things like shoes and clothes available at the same store. It also provides user friendly online shopping services to keep up with the advent of globalization. It provides good quality products at reasonable prices and intends to make its business grow with the help of good reputation and loyal customers. In order to ensure loyalty, it provides special sales discounts for registered members and also provides excellent customer service facilities both online and at its physical locations. The strategies marked 6, 7 and 8 in the strategy clock represent the worst strategies which are sure to lead to losses and problems. In 2010, Next broke the Consumers Protection Regulations 2000 by making customers pay for delivery of goods even if they were returned within a week. Also, in Ireland, Next faced a lot of flak due to its prices not corresponding to actual prices based on the currency exchange rates. These kinds of scenarios are due to the 7th and 8th factors of the strategy clock. These should be avoided. Thus, this analysis suggests that Next’s strategy would be differentiation based on wide range of products and prices (Frery, 2011).
鲍曼战略钟可以用来分析竞争优势下的服装。产品的价格和感知的附加值被认为是在这里。本公司最大的优势是在广泛的产品范围的分化，从衣服到鞋子，所有可用的一个屋檐下。此外，还有属于所有价格范围的产品，满足各种客户的。最新的时尚物品的定期更新。另一优点是商店的国际存在和基于Web的购物选择。对竞争优势加上合理的价格太。因此，这些多因素表明，下了一个混合策略。在接下来的产品价格合理，随质量，风格等因素。优点是有选择在较低的价格以及高端设计项目。这扩大了它的吸引力。未来的服装生产线的目的并不是要成为品牌在市场提供最便宜的价格。它侧重于迎合客户的产品系列繁多。这会让购物的简单的为客户做各种各样的事情喜欢鞋子，在同一商店的衣服。它还提供跟上全球化的到来，用户友好的网上购物服务。它提供价格合理的优质产品，旨在使其业务发展有良好的信誉和忠诚的客户。为了保证忠诚，它提供了注册会员特价销售折扣和提供优质的客户服务设施都在网上和它的物理位置。的策略标6，7和8在战略钟代表最糟糕的策略会导致损失和问题。2010，下一个打破了消费者保护条例2000通过让顾客支付交货，即使他们在一周内归还。同时，在爱尔兰，明年面临很多攻击由于其价格与实际价格的基础上的货币汇率的不对应。这种情况是由于第七和第八因素的战略钟。这些是应该避免的。因此，这一分析表明，未来的战略将是基于产品和价格的广泛分化（frery，2011）。
