In fiscal 2011, Nordstrom’s comp increased 8.1%, and year-to-date comps through June 2011 rose7%. We note the comp metric reflects strength at Nordstrom full-line stores, where the year-to-date comp was +8.1%, versus the +2.8 at Rack locations. . 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. (John Struat Mill, 2011)The ability to offer a package of wholesale and retail financial services is a significant competitive advantage. NEXT Plc. employs just in time inventory system to improve the manufacturing process and this also helps to reduce the costs. 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.
在2011财年，诺德斯特龙的公司增加了8.1%，今年迄今为止是六月和2011 rose7 %。我们注意到在NordstromCOMP度量反映全店的实力，在今年迄今为止COMP + 8.1% + 2.8，与机架位置。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。（约翰struat轧机，2011）以提供批发和零售金融服务的能力是一个重要的竞争优势。下一个PLC。采用即时库存系统，完善的制造工艺，这也有助于降低成本。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。
