It has done a research to know more abo^ the Chinese make up habit the Chinese ladies are generally having different make up habit from the western ladies. Mary Kay has to adapt certain shades of make up in China, Most importantly, Chinese views "face" as a kind of "respect and consideration." (Lu 2001 pp.32) This want "face" culture is consistent with the Chairman of a-Fontane's views that the Nouveau Riche want to show off and this can represent their status. If the foreign marketers in China do not grant some favors or show respect to the Chinese counterpart, it is hard to build up a long-term relationship and worsen the future business opportunities. (Dwyer and Hsu 2005 pp. 1 -- 28)
Regional factor is influential as Next Plc has different markets. Nike has chosen Guangzhou and Shanghai as the target regions and expanded to Beijing and Shanghai through franchising. MNCs have to adjust their marketing tactics regionally. (Tretiak 2005 pp.45)
From the above analysis, it is obvious that spatial variation is an influential factor. For the affluent coastal regions, Next Plc have established foothold through operating flagship stores as the showrooms. (Baker 2005 pp.89-91) They are grand in design targeting at affluent consumers. For the less profitable regions especially the interior, Next Plc do not want to take the risk and expand through franchising only. They can extend market influence with little costs and risks. Giordano is going to build a fourth-floor high flagship store in Shanghai. It is foreseeable that Next Plc will operate more flagship stores in affluent coastal regions and the competitions for place will be fiercer. (Porter 2008 pp.179)
The analyses clearly show that Next Plc will become a powerful brand name in the retail market of China through adjusting to the cultural differences between UK and China. Despite the fact that there are a number of strong rival companies, current tense economic situation, unpleasant conditions, and very much altering customer behaviour, company has applied its devoted intelligence, constantly growing and improving the products, and keeping high level of quality to defeat these problems. (Abdelal & Tedlow 2003 pp.23-25)
Next features this constant increase in retail to the strong correlation between Next Brand own label and ability to adapt to the market of China fluctuations rapidly. At the current times, it is of high importance to have a sound name in the trade due to people's willingness to purchase higher-priced products, sometimes just because of a Brand of the company. This is a core reason of companies like Dorothy Perkins, Top Shop, New Look, H&M spending huge amounts on advertising their Brand.
In spite of everything, Next is not to stop growth, no resting relying on what have been achieved so far. Objectives and Strategies are set and have to be realised, being attentive to threats and weaknesses of the Company and current market of China situation. The Spinning Wheel Never Stops! (Pan 2009 pp.14-18)
After reviewing all the case studies and marketing tactics in China, it is important to pinpoint the tactics for marketing in China. In sum, it is important to incorporate the variables such as countries and products in the analysis of global and local marketing strategies. Next Plc should pursue differentiation and adaptation strategies in order to be successful in China. (Wilson and Gilligan, 2008 pp.69) Differentiation strategy is in terms of quality control, brand building and value added auxiliary services like "after-sale" services. Market adaptation strategy in terms of localization and regional adjustments are prerequisite for marketing success in China, as the Chinese customers are becoming more refined and differentiated from each other. (Pan 2008 pp.6-8)
Conclusion
In general, there are two main types of marketing strategies employed by Next Plc. Some MNCs like Mary Kay in Shanghai may choose one particular province that can suit their products as the stepping-stone in China, in this way, they offer standardized product offerings as they are selling in the western countries. Only other marketing mix such as pricing, distribution channels and promotional tools should be adjusted to suit the particular China province's needs. In other words, these types of MNCs do not need to adjust their marketing strategies regionally as they have already carefully selected the most suitable segment in China. Another type of marketing strategy is the regional adaptation one. Next Plc may be very ambitious and have chosen many provinces in China as the target segments. Under this ambitious market expansion goal, it is important to think of regional adjustment of entire marketing strategies.
As mentioned before, Next Plc does not need to adjust their product offerings despite choosing penetration into different provinces...
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