PESTEL Analysis
Both traditional apparel brands (those available in department stores) and vertically integrated specialty apparel retail brands need to execute brand management strategies that create value for the consumer and brand equity for the apparel company. When apparel becomes a commodity, the apparel company’s pricing power is nil and deflationary pressures (along with price wars) rule the day. On the other hand, when companies create apparel brands that provide some emotional meaning to the consumer, pricing is not the sole driver of purchases. Successful brands provide opportunities for brand extensions and potentially generate superior gross margins. (Neuman, 2003)
Brand management requires a balance between preserving and growing brand value (also known as brand equity) and capitalizing on opportunities to expand or stretch the brand. Done well, a brand extension can strengthen the “brand proposition”—the perception of value associated with the brand. However, extending a brand too far beyond its core associations or expanding its markets to less prestigious channels can weaken a brand. In our opinion, NEXT Plc pursued business strategies in the 1990s that reduced brand value. To address this, NEXT Plc rationalized store distribution by exiting tertiary locations, while aggressively improving customer service in the department store. Now the brand is again elevated to the premier rung brand of men’s haberdashery in leading UK department stores. (Neuman, 2003)
PESTEL分析
既有传统服装品牌（百货公司）和垂直一体化的专业服装零售品牌必须执行品牌管理战略，创造价值，为消费者与品牌服装公司股权。当服装成为一种商品，服装公司的定价能力是零和通缩压力（随着价格战）统治的日子。另一方面，公司创建的服装品牌，给消费者提供了一些情感的含义时，定价是不是购买的唯一驱动力。成功的品牌提供品牌延伸的机会，并可能产生优越的毛利率。 （纽曼，2003年）
品牌管理需要维护和不断增长的品牌价值（也称为品牌资产），并把握机会，以扩大或舒展品牌之间的平衡。做得好，品牌延伸可以加强“的品牌主张”感知价值与品牌相关的。然而，品牌延伸太远超越其核心商会或扩大其市场，少负盛名的渠道可以削弱一个品牌。我们认为，下一个PLC追求的经营策略，在20世纪90年代，品牌价值降低。为了解决这个问题，下一个PLC合理化店经销退出第三的位置，同时积极改善客户服务在百货。现在的品牌再次提升到最大的梯级品牌的男士服饰用品在英国著名百货公司。 （纽曼，2003年）
