NEXT Plc. has favorable financial conditions. The Company has been experiencing a strong growth in the value of its stock and has made profits. The firm has strong capital background to expand it into other ventures. We cannot deny that NEXT Plc. is just more than a firm which sells clothes. NEXT Plc. is clearly one of the few companies in the world that works harder to build genuine relationships with their customers. Customer loyalty is NEXT’s strongest competitive advantage. Customer loyalty is NEXT’s strongest competitive advantage. 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.
NEXT Plc is a luxury selling firm. The clothes are priced very highly and it is not possible for a middle class person to buy a clothing line from NEXT. Quality Management; compared to its counterparts, NEXT Plc. still could not achieve efficiency in managing the quality of its products. Lacks diversity; NEXT Plc. lacks diversity in its lineup of mostly new luxury lines.
下一个PLC。具有良好的财务状况。公司经历了其股票的价值和强劲的经济增长使得利润。公司拥有雄厚的资金背景将它扩大到其他企业。我们不能否认下PLC。仅仅是一家卖衣服。下一个PLC。显然是其中的几家公司在世界上，努力与他们的客户建立真正的关系。顾客忠诚是下一个最强的竞争优势。顾客忠诚是下一个最强的竞争优势。在我们的例子中我们可以涉及如何管理需要决定在整体决策考虑所有的伦理困境的情况下，出现。他们也需要考虑的事实，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）下已投资专有品牌以其“更好”，“最好”的价格从2007区。一个例子是在英国的生活，我们看到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。这些品牌都对双方都是赢家。（Cooper，2008）下也被利用独家品牌在35建立客户基础的当代女性。这些包括我的“心”龙森，一个妇女运动线Charlotte Ronson；艾伦，艾伦B.施瓦兹妇女运动服装和服饰收藏；和MNG的芒果，集合了妇女的职业和休闲女装运动服，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。
PLC是一种奢侈品销售公司的未来。衣服的价格很高，一个中产阶级的人购买的服装生产线，从下这是不可能的。质量管理；同行相比，下一个PLC。仍然不能管理其产品质量达到效率。缺乏多样性下的PLC。缺乏多样性的新的豪华阵容多线。
