Business Strategies And Objectives Of Next Economics Essay

commerce Strategies And Objectives Of bordering Economics Essay close is a UK based retailer with its Headquarters in Leicester, UK and offer tolerant variety of brilliantly designed, outstanding quality of trend and accessories for men, women and children collectively with a full variety of home ware ( beside Plc). In 1864 it was founded by J. Hepworth Son chthonic the name of Gentlemans Tailors ( undermentioned Plc 2011) contiguous is the oldest alliance which has been trading for nearly 150 categorys and was initially created in 1982. Most recently undermentioned was effected as authorized Clothing and Home ware supplier to the capital of the United Kingdom 2012 Olympic and Paralympics. contiguous will alike supply outfit for Team GB for the opening and closing ceremonies, and will fabricate uniforms for 4,500 technological officials and suits for reception staff and will deliver bed linens and other home textiles for the athletes village (Next Plc 2011) .Next have go ts to a greater extent than 500 stores in UK. Next has franchises much than 180 stores and active in continental Europe, Scandinavia, Russia, India, Japan and the Middle East. Next provides a directory, it is a home obtain catalogue and website with nearly 3 million active customers and also has an international website capability in more than 30 countries worldwide (Next Plc). Next Plc is listed on the London stock exchange and is part of the FTSE 100 Index. Total r flatue for the year ended January 2011 were 3.5 billion with pre tax profits of 551 million (Next Plc).Nexts other business groups embroil (Next 2010)Ventura Clients wishing to subcontract their consumer contact management and accomplishment activities Venture provides customer service management to them.Lipsy Through wholesale, retail and internet channels, Lipsy create and sell its own labelled younger womens trend product.Next sourcing Ltd (NSL) Design sources and buy Nexts products.Business Strategies and object ives of NextThe prime financial objective of Next group is delivery of sustainable long term growth in earning per share (EPS). Next believes the following strategies will help achieve the objectives at its best (Next Plc , january,2011)Maximising the amount of Next Directory consumers and their standard spend.Maintaining groups financial power through a well-organized balance sheet and financing composition.Managing gross and net margins by continues cost control, well-organized management of stock levels, operative capital and improved product sourcesDeveloping and improving next product ranges, work in which is reflected in entirety sales and sales performance.Cancelling and Purchasing Next shares while its earning are attractive and in the pursuit of shareholders generally.New stores review must meet challenging financial criteria prior to the investment is ready and achievement is precise by calculating achieved sales and profit contribution against appraised goals (Next Pl c , january,2011).Marketing and Marketing MixPlaceOperates in UK and Europe, Middle East (reportlinker 2009,february ).Also operates in Scandinavia, Russia, India and Japan (Next Plc).Next sources operate in mainland China, Honkong, Srilanka, India and UK (Next Plc , january,2011).This show, Next stores are spread globally.Product (or services)Includes womenswear and accessories, menswear, home interiors, childrenswear, Next flowers, NX sports, electrical, designer branded fashion and baby boutiques (Next Plc). progression in customer service by introducing initiatives such as next day delivery for orders placed before 9 pm (Next Plc , january,2011).Customers may repossess or collect any item at Nexts store nationwide, which is more convenient for customers.MARKETINGMIXPromotionNext promotes its product through advertising, network (www.next.co.uk).Next directory was an important promotional catalogue which helped to raise the downmarket image of mail order business (British fashi on company)Through TV advert (Next plc) and dismiss vouchers and Gift Cards.PriceDont focus on lower income group. Not Cheap.NEXT plc sells reasonably priced clothing for men, women, and children housewares and furniture (Next) .Prices differ for different range of products.Prices in Nexts printed strong and on its website are inclusive of VAT (Next).Offers stylish and affordable clothing (Next).For marketing and marketing mix definition refer to appendix 1Business Environment in Which Firm (Next) OperatesNEXT recognises that it has a duty to administer the impact of its business on the environment both at once and in the future. tonality areas of focus arepower use and emissions from stores, distribution centres, warehouses and officesfuel emissions from the carrying of goods to either stores or customers homes andWaste created in warehouses, distribution centres stores and offices.NEXT is committed to reducing its degree centigrade footprint by reducing energy utilization duri ng its minimising, ope proportionns and recycling waste, cutting transport emissions and reducing the packaging in its products. ratio Analysis advantageousness RatiosGross Profit RatioGross Profit Ratio of Next Plc Gross Profit Ratio of MSFrom the above line graph of Next Plc, Gross profit ratio is significantly increasing till 2010 as Next has maturationd its revenue, enlarged profits and is constantly investing in its own business (Next Plc 2011). In January 2011 there has been 7% decrease in gross profit ratio because of sum up in cost of sales by 2% and revenue and gross profit has increased but just a little bit not a huge increase.While comparing Next Plc with MS it can be noticed that gross profit is fluctuating and after 2005 there is again a decrease in 2009 which was because of increase in cost of sales by 3% as compared to previous year whereas gross profit of Next plc in 2009 has increased as compared to previous years.This shows that Next Plc is more constant and li kely to give a tough competition in coming future.Operating Profit RatioOperating Profit Ratio of Next Plc Operating Profit Ratio of MSAs noticed from the above line graph, Operating profit ratio has significantly increased till 2008 but there is huge decline in 2009 i.e. 10% decrease its because of decrease in gross profit and revenue but increase in net foreign exchange and expenses (Next Plc 2009) however after that Next has regained its position and the operating profits has been increasing since then till now.Comparing Next Plc and MS its clearly concluded that Next Plc is having more profits then the latter and its profits are being increased regularly till now whereas MS should apply some strategies to increase its profit margin.So, finally it is concluded that Next plc without any doubts has high profits and is ahead of MS.Return On InvestmentROI of Next Plc ROI of MSFrom the above bar graph it can be notice that year 2008 was worst in terms of ROI as it was negative because of negative repurchase of shares resulted in step-down of equity i.e., the value of equity got reduced and was negative (Next Plc 2008) . In 2010 Next regained its position there were buy back of shares spark advance to reduction in equity and increase in ROI. In 2011 Low Operating profits the pay cost has increased by 5% as compared to 2010 hint to little bit decrease in ROI.With comparison to MS, Next as a high Return on Investments in 2010. ROI was highest (31%) in 2010 in Next Plc whereas MS ROI was just only 5% as compared to previous years. This concludes that Next has low equity which helps it to gain its good position whereas the equity is high in case of MS which is not good for the company.Return on Capital EmployedROCE of Next Plc ROCE of MSFrom the above block up graph it can be concluded that in 2008 Net profits has been increased by 33% as compared to 2007 leading to increase in ROCE. In 2009 long term borrowings (27%) total equity has increased respectively o verdue to medium term notes and de-recognition of financial liability resulting in decrease in ROCE. But in 2010 and till now ROCE is increasing due to increase in Net profits.Comparing MS and Next Plc it can be noticed that comparing the two companies Next is having overmuch higher ratio and reputation as in 2010 MS had 19.09% which was 2% lesser then 2009 whereas ROCE ratio is increasing i.e., was 59.73% which was 7% greater than previous leading to increase in Profits which is good for a company.Liquidity RatiosCurrent RatioCurrent Ratio of Next Plc Current Ratio of MSFrom the Bar graph above it can clearly seen that current ratio was really good which shows the sound liquid position of Next Plc except in year 2008 as the ratio is less than 1 (0.94 times). It is because of Accounts receivable and investments have decreased as compared to 2007. But after 2008 there is an ideal Liquidity situation which is master copy for any company.Comparing with MS it is clear that NEXT Plc ha s more sound position then it has because current ratio is less than 1 which shows that the company is more liquid and less sound. It expresses the working capital correlation of current assets available to meet the companys current obligations. MS would be unable to pay off its obligations if they came due at that point and shows that the company is not in good financial health.So this concludes that Next Plc has a good financial health and can even pay off its obligations as and when required comparatively its opposite with MS.Acid try out RatioAcid Test Ratio of Next Plc Acid Test Ratio of MSCompanies with ratios of less than 1 cannot forfeit their current liabilities and must be reckoned at with an acute caution (Investopedia). From above it is noticed that except 2009 the venereal infection test ratio for the company is less than 1 which is a serious matter to look into but less acid ratio doesnt mean that the company is bankrupt and Next Plc is making every effort to prove itself but still comparing it with MS it can clearly be noticed that the ratio is much less as which means MS cannot forfeit their current liabilities as compared to Next Plc and suggests that MS should take some serious steps to increase its acid test ratio.Investment RatioLong Term GearingLTG of Next Plc LTG of MSNext appears highly geared, it represents a momentous rise in gearing from 339.8% in 2007 to negative 842.3% in 2008. This is due to significant decrease in retained earnings in 2008 together with perseverance borrowings which exceeded shareholders funds. Gearing ratio increased as Next Plc borrowed excessively for financing store development which increased long term debts. As gearing is exceeding 100% it indicated potent bankruptcy risk for next (Next Plc 2008).Comparing with MS, MS had a good position in 2007 and 2008 as the percentage was less than 100 (74.9 and 98.6).MS gearing also exceeded the 100% scale for high threat companies, it is better off than Next Plc as it has larger shareholder funds and retain earnings and utilising them efficiently. MS therefrom involve lower bankruptcy as compared to Next Plc.Interest CoverInterest Cover of Next Plc Interest Cover of MSThe interest make do for Next Plc was 16.23 times in 2007 to 11.05 times in 2008 which gradually decreased to 10.45 in 2009 which is because of decrease in net profit and increase in finance cost by 15% cost due to interest payable on bank facility, medium term notes, bank borrowings. But there is an increase after 2009 which tells that Next Plcs elevated pricing strategy has guide to greater profit margin and thus provides enough operating profit before interest and tax to pay off the interest.In comparison, MS interest cover rate (4.69) was about half that of next (10.43) in 2009 and shown a downward trend. MS had been trying to raise its market share at the expense of lower margin whereas it just opposite in the case of Next Plc. For MS its recommended that it should look t o decrease its load of debt expenses.4) Management Efficiency Ratiosa) Inventory DaysInventory days of Next Plc Inventory days of MSNext stock dollar volume had been higher during the year. Nexts rising selling price have adversely affected consumer spending and stock turnover raised to 49 days till 2009.b) due DaysReceivable Days of Next Plc Receivable Days of MSc) Credit Period (Days)Credit days of Next Plc Credit days of MSWorking Capital round of golf From the above inventory days, receivable days and credit days Working capital cycle is concluded.Working Capital Cycle200620072008200920102011Inventory Days514746494851Debtor Days606465696668Creditor Days201919231958Working Capital Cycle919292959561From the above table it is concluded that debtor days are fluctuating. Debtor days increased from 2007 till 2009 and then in 2011.In 2010 and 2011creditor days has been doubled from 19 in 2010 to 38 in 2011.Working capital cycle efficiency improved from 2007 till now and 2011 is con sidered to be the close to efficient year.5) Investor Ratioa) Earnings per share (EPS)EPS of Next Plc EPS of MSBy the end of 2007b) Dividend per Share (DPS)DPS of Next Plc