Next has employed a cost leadership strategy. The major products of Next are their adult fashion wear which is catering to the people of age group 20-40. Next has been selling their products at low prices which has enabled them to cater to a large audience and they have managed to gain a lot of market share in the troubled financial times. Differentiation is not that important for Next because similar alternatives are available for the target consumers at higher prices so they have focused themselves on working on the processes which can cut their costs and enable them to charge a lesser price. Lesser price does not mean that they have compromised on the quality of the products instead they have carefully monitored that the quality does not suffer.
COMPETITIVE STRATEGY ANALYSIS:
Porters Generic Map showed three ways that a company can get a completive advantage. For a great many people and businesses these strategies are very much general and they want strategies to be more specific. On the basis of this, Bowman and Fuller introduced “Bowman’s Strategy Clock”. This was the extension of the porter’s generic map and gave eight strategies instead of three. It can be explained from the figure below:
下面采用成本领先战略。的下一个主要产品是他们的成人穿的时装，迎合人的20-40岁年龄组。下一页已经销售自己的产品，以低廉的价格，使他们能够迎合了大批观众，他们已成功地获得了大量的市场份额，陷入困境的金融。分化下一步是不是那么重要，因为类似的替代品的目标消费者以更高的价格，所以他们集中自己的工作的过程，可借此降低成本，使他们能够收取较低的价格。并不意味着他们牺牲了产品的质量，而不是他们仔细监测的质量不会受到较低的价格。
竞争策略分析：
行李搬运通用的地图显示，三种方式，公司可以得到一个技术竞争力。对于许多个人和企业，这些策略是非常普遍的，他们想要的策略，以更具体。在此基础上，鲍曼和富勒推出的“鲍曼的战略时钟”。这是搬运工的通用映射延长了八大战略，而不是三个。从下图中可以解释：
