1) The Concept of Strategy
Competitive advantage is more likely to be created and sustained if the organization has distinctive or unique capabilities that competitors cannot imitate. This may be because the organization has some unique resources and core competences (Johnson, Scholes and Whittington, 2005). The unique resources of IKEA are leadership and Scandinavian style designed. IKEA had a presence in more than 43 countries and was well known for its good-quality products marketed at relatively low prices. This accomplishment has been achieved by the vision of the founder Ingvar Kamprad. IKEA have consolidated designed department, Com-in, to discover consumers’ need and design for them. All Com-in specialists are from either an interior design background or visual merchandising, and are responsible for the presentation or IKEA product offers using all current range presentation medias and techniques. Core competences are cost leadership, global sourcing, differentiation, and branding. IKEA controls every aspect of the process, from manufacturing to the time the product reaches the consumer. And at every step along the way, IKEA cuts its costs through global strategies. Moreover IKEA buys in global quantities; it is able to get goods manufactured at a relatively low cost. In addition, the company is intent on having good made in the most economical way possible, even if that means using unconventional suppliers to produce furniture or using different suppliers for different components of one item. Furthermore, IKEA outsources its manufacturing in many different countries and also outsources final assembly and delivery to the customers themselves meanwhile IKEA expands its brand with its concept worldwide (Zeller, 2002)
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...space without adding costs to IKEA. On the other hand, differentiation strategy is aimed at delivering products/services that are different from the product mix of the competition. Although IKEA seems to be mainly focused on cost-leadership, we also have identified some aspects that customers would perceive more differently than traditional furniture manufacturers. Most products are ‘Flat-packed’ in IKEA stores, and this increases the convenience of the goods carriage and transportations.
Overall, we can conclude that IKEA started its business “cost-consciously” in the early years. Later, when the organization had accumulated enough experience and fund, it achieved the “cost-leadership” in furniture retailing industry. However, in the years following, IKEA started to strive for differentiation due to its unique way of incorporating the customer in the value chain.
Differentiation: by focusing on those activities associated with core competencies and capabilities in order to perform them better than do competitors. The key point of this strategy is to create something that customers feel as being unique.
The Home Depot began changing consumer’s perspectives about how they could care for and improve their homes, by creating a “do-it-yourself’ concept. According to the founders, the customer has a bill of rights at the Home Depot. The bill of rights entitles the customer to the right assortment, quantities and price (of tools and home improvement supplies) along with trained associates on the sales floor. Home Depot describes their business strategy as a three legged stool, which stands for customer service, product knowledge and availability and disciplined capital allocation. (Moskowitz,
Ingvar Kamprad was introduced furniture into IKEA product line. He employed local manufacturer so he can save cost. Besides that, he was innovate and smart because all product of IKEA used flat packaging so he can reduce the shipping cost, reduce the transport damage as well as save space and easy for customers to carry. The first showroom opened in 1953 because he wants customers to feel the quality of the furniture before they purchase it. The first IKEA store that sold furniture was open in Sweden in 1958 and the first IKEA restaurant was open in Sweden in 1960. In 1963, the IKEA store was expanding to Norway. After that, IKEA expand in Denmark, Switzerland, Germany, Australia, Canada, Australia, Netherland and other countries for the following year. In 1997, the IKEA website was launched. In 2000, IKEA was offer customer to shop online. In 2000, IKEA use large truck to transport product so they can lower carbon dioxide emission.
Traditionally, Dansk Designs followed a strategy of differentiation. When a firm follows this strategy, they create differences in the firm’s product or service by creating something that is perceived as unique and valued by customers. Differentiation can take many forms, including prestige or brand image, which Dansk decided to implement. Their product line consists of eight product categories, which include flatware, china, linen, glass, decorator cookware, and wooden bowls and trays. Their products are of high quality and are highly priced. Dansk was able to achieve a differentiation advantage because their price premiums exceeded the extra costs of being unique. Dansk is able to create these unique products because of the talented designers they employ, including Jens Quisrgaard, Niels Refsgaard, and Gunnar Cyren. Another competitive advantage of a strategy of differentiation is the ability to deal with supplier power. There is a certain amount of status associated with being the supplier to a producer of differentiated products. Dansk’s principal supplier, Richard Nissen, has enjoyed working with Dansk because he believes they have been able to “preserve the handcrafted nature of the products”.
The purpose of this essay is analyze the case of IKEA, which has involved in the HR management. Meanwhile, choose two topics to identify the IKEA current situation, including training and development and cross-cultural management. From those two points, give some forward suggestions on the IKEA HR management practice.
The sources of IKEA’s successful entry into the furniture retail business were IKEA’s low prices and resilience. First, Ingvar Kamprad, the founder of IKEA, began selling furniture in his mail order company. Then he was faced with a social problem and turned it into a business opportunity. Since 1935, furniture prices rose faster than any other retail good at 41%. Kamprad responded by creating a line of furniture priced so that all could afford it. The present furniture cartel attempted to stifle Kamprad’s growth and success. The cartel banned Kamprad from selling directly to the consumer at shows, then managed to persuade the manufacturing cartel to stop supplying Kamprad with furniture. Kamprad responded by supplying elsewhere and now could charge even lower prices. IKEA’s success was due largely to low prices and Kamprad’s ability to capitalize on bad situations.
and will work their best to achieve them. With this management style, IKEA can use various methods of communications (see E5). However this type of management style could make decision-making slow and is not appropriate to some businesses such as, manufacturing industries. The organisational structure, culture and the management style of IKEA have to perform successfully so that, together they can achieve the company’s objectives. For example, to increase profitability: the communication within the organisation have to be clear so that, staff can understand what jobs have to be carried out; staff have to be motivated to perform the job; the relationship between managers and staff have to be strong and committing; the organisation have to encourage staff to create new ideas and share them amongst others; democratic managers have to listen and act on the opinions of workforce, democratic managers have to make sure that the workforce is well aware of the objectives of IKEA, etc.
The Home Decor Furniture company might utilize competitive positioning strategies. The main purpose of competitive strategy is to reposition the way of consumer's mind thinking, according to Quick MBA. The company can use comparative advertising to demonstrate its brand and proved that their products are better than other competitors. For instance, a furniture company claims that their materials for manufacturing a sofa was imported from the certain country and the supplier promise those materials were only provided for their
Bowell states that IKEA is establishing themselves “...as a leader in creating and running innovative sustainable places.” This means that IKEA is taking their job seriously. They want to be the ones to help and inspire their customers into following the methods of sustainability. The “People & Planet Positive Strategy” allows the customers individuals to learn about how they can make a change in their own lives by the implementation of products from the company. IKEA is in the process of adapting to the lifestyle of being environmentally friendly. It is necessary for them to become net-positive. Most appliance retailers do not maintain this type of
DataMonitor, 2007. IKEA major retail competition in the US are: Furniture Brands International Inc., Office Depot Inc., Sauder Woodworking Co., Stanley Furniture Company, Inc., and Staples , Inc. This paper will identify the key macroeconomic variables that affect IKEA and the retail industry as a whole. To better understand the effects of such variables upon the industry, two specific variables will be developed further.
The world is developing every day and we continue to discover new and innovative ways to better our quality of life. A trend that everyone seems to be focused on is saving the environment, which is also known as sustainable living. Not only does this apply to our lifestyle and environment, but it also translates into design. Sustainable living is becoming more popular around the world and is a lifestyle using skillful and sensitive design. It eliminates negative environmental impact and requires renewable resources. We each have decided to research different furniture companies to broaden our knowledge of the innovative practices used in each company. Throughout our paper we will introduce each of our companies and the products and practices they use to produce sustainable furniture. Our research will show that sustainable furniture design is beneficial to consumers by allowing them to live a more environmentally friendly lifestyle as their manufacturers develop innovative ways to make renewable furniture.
Another example of IKEA’s international strategy in building good relationships with suppliers is in Asia, especially in Vietnam, where IKEA expanded its own supply base. Vietnam manufacturers offers low cost labor force and not expensive raw materials, while IKEA provides the view of creating a long-term, high-volume business relationship, and advice on finding the best according to the price raw materials, setting up and bulding factories, choosing what machines, equipments
E-commerce is available on Ikea’s website to selected countries, and they provide an e-mail address to customers who have queries about their business.
IKEA is more than a furniture store they are a company driven by values (IKEA, 2014). The company seeks to make their consumers lives easier by providing them with modern, innovative, inexpensive products which they use to tackle daily home activities. IKEA Group has 298 stores in 26 different countries (IKEA, 2014). The company’s vision is “to create a better everyday life for the many people” (IKEA, 2014, para 1). Using innovative techniques for creating, producing, and marketing their products IKEA can provide consumers with durable products for reason...
In a simple way, the retailer needs to create a warm, friendly and an approachable retail space to attract consumers.The visual displays is an imperative element of branding of any store. If the stock is presentable, it is bound to appeal to the shoppers. If the shoppers appreciate the store layout and product, they are likely to spend more time in the store, and in return reward the store with sales. Along with the products for sales, the staff, the décor, the store interiors, the trial rooms arrangement, the lightings and music also form an inclusive elements boosting store sales. (fibre2fashion, 2008)