Marketing Strategy For Global Brand Management

1215 Words Oct 9th, 2015 5 Pages
The NEXT retail chain was launched in February 1982 and the first store opened with an exclusive coordinated collection of stylish clothes, shoes and accessories for women. Collections for men, children and the home quickly followed. NEXT clothes are styled by its in-house design team to offer great style, quality and value for money with a contemporary fashion edge.
Today NEXT trades from more than 500 stores in the UK and Eire and around 200 stores in more than 40 countries overseas. Over the last few years several larger format fashion and home stores have opened across the UK and, in August 2011, NEXT opened its first combined fashion, home and garden store at Shoreham-by-Sea.
They are a truly international organization and face the
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 Managing gross and net margins through efficient product sourcing, stock management and cost control.
 Focussing on customer service and satisfaction levels in both Retail stores and Directory.
 Maintaining the Group 's financial strength through an efficient balance sheet and secure financing structure.
 Generating and returning surplus cash to shareholders by way of share buybacks or, more recently, special dividends.

Weather to globalise, and how to globalize, have become two of the most burning strategy issues for managers around the world. Many forces are driving companies around the world to globalize by expanding their participation in foreign markets. Almost every product market in the major world economies—computers, fast food, nuts and bolts—has foreign competitors. Trade barriers are also falling; the recent United States/Canada trade agreement and the impending 1992 harmonization in the European Community are the two most dramatic examples. Japan is gradually opening up its long barricaded markets. Maturity in domestic markets is also driving companies to seek international expansion. This is particularly true of U.S. companies that, nourished by the huge domestic market, have typically lagged behind their European and Japanese rivals in internationalization.

Companies want to know how to globalize—in other words, expand market participation —and how to develop an integrated worldwide
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