Introduction
NEXT clothing is one of the major retail fashion chains in UK, Ireland headquartered in Enderby, Leicestershire, England. The company has more than 500 stores in UK and Ireland and more than 180 stores in countries of Asia, Europe etc. NEXT is a London Stock exchange listed company. The main aim of this paper is to analyze the strategic position of the company using six different models.
Bowman’s strategy clock analysis:
According to the Bowman’s strategy clock, differentiation provides the biggest competitive advantage to Next clothing. This indicates that the products of the company have high value based on the perception of the customers. Yet, the prices offered by the company are quite reasonable. This indicates that the business strategy used by Next is hybrid. The goal of Next is to provide excellent quality of different kinds of goods under one roof. It aims to cater to a huge variety of consumers based on its price range and variety of products. It does not want to provide the cheapest goods. If it chooses to increase prices to make more profits, it would fail as the customers will simply turn to other options. If Next had monopoly in the market, overpricing would work as a strategy. But, the market is saturated and has stiff competition. If it chooses to reduce the quality of its goods and lower prices, initially, the sales might increase. But, in the long run, consumers will choose better quality substitutes due to lack of monopoly. Thus, by using these strategies, Next clothing is sure to lose out on market share and entail losses. By using high levels of differentiation and reasonable prices, Next ensures that consumers perceive that the products are of high quality and have value for money.
景区简介
未来的服装是一个主要的服装零售连锁总部设在英国，爱尔兰，莱斯特郡，英格兰的恩德。本公司在亚洲国家英国和爱尔兰和超过180家商店有超过500家商店，欧洲等，其次是伦敦证券交易所挂牌公司。本文的主要目的是分析公司的战略地位，使用六种不同的模型。
鲍曼战略钟分析：
据鲍曼战略钟，分化提供了最大的竞争优势下的服装。这表明，公司的产品具有高价值的基于客户感知。然而，公司所提供的价格是相当合理的。这表明，未来的经营战略是用混合。接下来的目标是在一个屋顶提供不同种类的产品优良的品质。它是针对基于价格的范围和各种产品的消费者的巨大变化。它不需要提供最便宜的产品。如果选择提高价格以获取更多的利润，它会像客户会转向其他选项。如果下次有垄断市场，价格将工作作为一项战略。但是，市场饱和，竞争激烈。如果选择开始减少其商品的质量和较低的价格，可能会增加，销售。但是，从长远来看，消费者会选择质量更好的替代品，由于缺乏垄断。因此，通过使用这些策略，未来的服装肯定会失去市场份额而带来的损失。通过使用高层次的分化和合理的价格，第二确保消费者感知的产品的高质量和有价值的钱。
