...furnishing products at prices so low that as many people as possible will be able to afford them." Introduction At the outset, it may be useful to characterise IKEA in terms of the characteristics of demand (also known as the four Vs, see Slack et al. p 20). First, IKEA is clearly a high volume operation – as indeed most international retailers are – which lends to systematising operations but which implies capital intensive processes and therefore cost considerations will be crucial. Second, IKEA offers a large number of products (up to 14000 depending on the country/store) so there is high variety in the production process which not only leads to the need for complex and flexible processes but also entails high unit costs. Third, variation in demand will however be low, or at the least predicable (holiday periods for example) so advanced planning is possible which eliminates the need to set resources aside as a “capacity cushion” for unexpected demand. Lastly, IKEA – again as most retailers – have high process visibility, or in other words display a high degree of direct customer experience, which underlines the importance of dedicating sufficient attention to the shopping experience in all its facets. In what follows, and in line with the questions for this TMS, the implications of the five performance objectives to IKEA will be examined as well as the company’s key operational decisions that have impacted on these objectives. Thereafter 1. Question 1 There are five...
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...managers are designers of the products and operation management is an activity that manage resource which is devoted for production and delivery of products and services. Additionally (Slack et al, 2008) lecture notes of I G Perera. ‘It is about the way in which organisations produce goods and services.’ The below assignment will show how IKEA’ operations management has made IKEA to one of the most successful furniture retailer in the world. The assignment is divided into three parts. The first part will analyze the elements of IKEA and operation management. The second part will identify the main V’s used by IKEA and design process. The third part will identify how IKEA has met customer needs and will explain how the business objectives of IKEA is met. At the end, recommendations for IKEA will be provided and a conclusion is drawn. Every organization has a part for the operations functions as all organization produce products or services. Research has noted that most important element in IKEA furniture’s is that they are self-assembled. A view of the IKEA furniture is outlined in Why You Love That IKEA Table, Even If It’s Crooked, by Shankar Vedantan ( February 06, 2013) Most humans would want to say that I made it, it is my products, that is what IKEA has done. Further the furniture’s are made out of timber, in planet friendly manner, which would result in going to earth after the end of the life cycle in operations management. Operations strategy Operations strategy Supply...
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...system applied in IKEA, the well-known low cost yet high quality home of furnishing. Function, process and strategy of IKEA operation system will be accessed to identity the core competency that lead to the successfulness of IKEA in the world. Besides, other purpose in complete this report is to analyze the strength and weakness of operation system in IKEA. Operation management is procedure where processes of production or deliver goods and services is being monitoring and managing. Operations management is the activity of managing the resources which produce and deliver products and services (Slack, Chambers and Johnston, 2010). Operations management is important because without a proper operations management, an organization will unable to transform their knowledge, information, skill and resources to produce products or service in order to add value and satisfaction to their consumers to generate profits. 1.1 Background of IKEA IKEA, an internationally well-known Swedish home of furnishing, started its operation in 1943, by founder - Ingvar Kamprad. It is the largest Swedish home furnishing retailer and designer in the world. IKEA is very famous with it low price concept where they produce and offer well-designed and functional home furnishing products at price as low as possible with variety of choices. They target to sell their brand to as many as possible of consumer who afford them, with objective to make everyone’s life at home better than yesterday. IKEA trademark impersonate...
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...Product and Brand Management Ikea Assignment 1 Is Ikea a successful global brand? Why has it been successful? Ikea is a very successful global brand, not because it has 226 stores in Europe, Asia, Australia and the United States with 410 million shoppers a year, not because other global brand like Wal-mart stumbled in Brazil, Germany and Japan but for Ikea’s unique cultural branding that merges the value and fashionable design to ensure the creation of an affordable contemporary household goods (not just the furniture with 5-10% sales in each country with Ikea stores) for the middle-class. This uniqueness of its corporate DNA is the main reason why the Ikea is so successful globally. The frugality of the founder of the Ikea with his desire to create “better life for many”, these two tenets are deeply embedded into Ikea’s corporate DNA. The frugality combining with the obsession with design forming a unique brand that became a global cult brand. As a global brand Ikea stands for 1) Unique household products with contemporary design, affordable prices that will inspire consumers 2) A gathering place the global tribes that are sensible in cost, design, and green environment. 3) Egalitarianism. The Ikea as a corporation is very flat, the executives performs first-line employees’ job in an “Anti-bureaucracy Week” 4) High Competitive. Constantly dropping the price (2-3% annually) to provide the best values for customers (consumers). What is the relationship between Ikea’s...
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...Project Management Case Studies: Ikea And Timbuk2 Project Management Case Studies: IKEA and Timbuk2 Table of Contents Case I: IKEA Design and Pricing 3 Case Summary: 3 Key Terms: 3 Case Questions 5 Conclusions 9 Case II: The Tao of Timbuk2 9 Case Summary: 9 Key Terms: 10 Questions: 11 Conclusions: 15 Bibliography 16 Case I: IKEA Design and Pricing Case Summary: IKEA is a Swedish retailer that dominates the home market in 32 countries and is currently expanding in the United States. The success of the company is providing low cost products that include function, modern design, environmental considerations and healthy manufacturing conditions. IKEA designs its products, manufacturing, and distribution systems with the target price in mind. IKEA’s processes and corporate mantras feel unique and cheerful. Both customers and employees count on the company to operate responsibly. IKEA makes customers feel like they are living well even though they aren’t paying for premium product. There is a great deal to learn from its operations and management. The company’s goals have been incorporated into the product design process that IKEA uses. Key Terms: • Triple bottom line – A business strategy that includes social, economic and environmental criteria. IKEA is an example of a company that judges itself by the triple bottom line. While it strives to do good business, it includes a business and operating model designed to minimize the...
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...product and then prices it according to the cost of production and their competitor’s markup. IKEA have a different approach, they first ascertain a target price and then design the product. Designers at IKEA must accommodate all costs such as raw materials, manufacturing and transportation until the product reaches the stores within its target price. IKEA have developed this approach in order to support ‘a vision by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.’ (Our Business Idea-IKEA) IKEA adopted the idea of designing practical furniture that could be disassembled for flat packaging and transported to their stores worldwide. This idea was implemented in order to reduce the amount of free space in its transportation and storage. Transporting their goods in flat packs allowed IKEA use their space more efficiently and therefore cut down on their costs in contrast to their competitors who transport assembled furniture. Although the company focuses on producing affordable furniture they do not compromise the quality of the goods when designing them. In order to manage their supply chain, IKEA divided their corporate structure into different division with three major components-Retail, Distribution and Trading Areas. IKEA of Sweden: Develops and supplies IKEA’s product range for IKEA stores worldwide. A dedicated team work towards meeting the customer’s needs by providing...
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...Executive Summary IKEA is the world's largest furniture retailer and the world's third-largest consumer of wood, behind The Home Depot and Lowe's. The company is known for its modern architectural designs on various types of appliances and furniture, often associated with a simplified eco-friendly interior design. They are owned and operated by a complicated array of not-for-profit and for-profit corporations. The corporate structure is divided into two main parts: operations and franchising. Older IKEA stores are usually designed in a one-way layout, designed to encourage the customer to see the store in its entirety as opposed to a traditional retail store. IKEA has suppliers in 50 countries, roughly ⅔ of purchasing is from Europe with about ⅓ from Asia but for most of its products, but the final assembly is performed by the end-user. They also have 28 distribution centers and 11 customer distribution centers in 16 countries using flat packs, transporting goods where possible by rail and sea, and utilizing fuel-saving techniques that allow them to be cost-effective and environmentally friendly. Their consumers are often the means of out-bound logistics, responsible for picking up and transporting the products. There's no room for wasted space in product packaging. Logistics roles exist at every stage in the supply chain at IKEA, from the moment a product leaves the manufacturer to the moment it is in the hands of the customer. The in-store logistics manager uses a proprietary...
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...Success Factors of IKEA 1 The Key Success Factors of IKEA Advanced English Writing 2 Abstract Taking advantage of three mayor cost-cutting strategies, IKEA has been able to maximize its profit and to succeed internationally with its concept. The self-service and do-it-yourself approach to selling furniture is one of the critical success factors IKEA uses to save costs and increase profit margins. Furthermore, it has a complicated company structure, partially in order to avoid taxes, but also to allow for some flexible management decisions to be made, based on the international needs. The third key success factor that can be held responsible for IKEA’s international triumph is its production and ordering system. The company uses recycled materials and wood alternatives in its mass productions, attracting customers from all kinds of layers of society. IKEA Key success factors International franchise Success Factors of IKEA 3 Table of Contents 1. Table of Contents ..................................................................................... 3 2. Introduction .............................................................................................. 4 3. Discussion ................................................................................................ 4 3.1 The Self-Service Approach ............................................................. 4 3.2 Advantageous Tax Planning and Decentralized Management ........ 5 3.3...
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...IKEA Analysis Report Your Name Argosy University IKEA’s Marketing IKEA has a unique perspective with the approach they use in marketing. The starting point begins with customers’ needs (IKEA, 2013). The focus is on local marketing versus mass marketing and competitors. This differentiates IKEA from other home good suppliers by anticipating what consumers are seeking and many times providing exactly they desire before they realize they need it. The marketing task is simple, “To build the IKEA brand and inspire people to come to the stores” (IKEA, 2013). The marketing mix is a combination of items that work together; it is often referred to as the four p’s in marketing. Price, Promotion, People, and Process are the four p’s that IKEA has embraced. Price is within their controls, they offer quality home goods at low affordable costs. They are able to keep costs low with designing from within, sourcing raw materials for production, and selling in their own stores. Promotion is achieved with iconic bold blue and yellow colors signifying a brand with value. IKEA uses many forms of media in their promotional marketing strategy; the annual catalogue is the most popular. The catalogue highlights many new home goods and accessories with interior suggestions that are attention grabbing and captivating. The catalogue has become a staple of what is new and trending in the homes of many customers. IKEA’s website is another interactive way it reaches a distinct local market, along...
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...The reason behind choosing the IKEA is because IKEA is one of the world’s most successful retailers. IKEA is a global furniture brand inspired by the egalitarian society of its Swedish heritage and appears to the public to be forever Swedish. It expands its retail stores all over the world including North American, European Middle East and Asian countries but also spreads a kind of its own a highly strong business culture and values with a strong Swedish image to other countries through the establishment of business there. History: IKEA was founded in 1943 in Sweden by Ingvar Kamprad. Kamprad was born in 1926 as the son of a farmer in Småland, a region in southern Sweden. At the age of five Ingvar Kamprad starts selling matches to his nearby neighbors and by the time he is seven, he expands to selling flower seeds, greeting cards, Christmas tree decorations, pencils and ball-point pens. In 1943, at the age of 17, Kamprad became an entrepreneur and created a commercial company called "IKEA." The word IKEA was an acronym of his name and “Ingvar Kamprad” and the address, the name of his farm and village: “Elmtaryd, Agunnaryd”. Company initially sold fish, vegetable seeds, and magazines to customers in his region. Then in 1950 IKEA added furniture and home furnishings to the product line. IKEA entered new markets around the globe in the 1980s. IKEA expands dramatically into new markets such as USA, Italy, France and the UK. Operating Environment: Ikea is the world's largest furniture...
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...Executive Summary Background IKEA, the world’s largest home furnishings retail chain, was founded in 1943 by a Swedish entrepreneur Ingvar Kamprad. IKEA offers standardized products worldwide that are Scandinavian in design worldwide. The unique idea of this famous brand is to offer the option of assembling products to customers. The design of the furniture is very modern and light as it is made of particleboard. The products are of contemporary design and function with the concept that is based on low price. High quality, convenience, affordability, consistency, functionality and good design are the essence of this world class home furnishing retailer. Challenges IKEA faced many challenges in terms of culture and business practices as well as socio-economic and political conditions in China. The biggest challenges were pricing, copycat producers and cheap labor cost for assembled furniture. Alternatives To make the price more affordable for Chinese consumers IKEA has developed manufacturing units in China and collects raw materials locally. Due to country specific environment IKEA chose franchising in China. Because of cheap labor cost of Chinese assembled furniture IKEA offers reasonable fee-based assembling services. IKEA has built its stores near public transportation lines inside cities since only 20% of customers own cars in Shanghai. Recommendations IKEA needs to find more local suppliers to keep price lower. To understand local culture and purchasing habit,...
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...IKEA Christopher A. Bartlett and Ashish Nanda With a 1988 turnover of 14.5 billion Swedish kronor (U.S. $1 SKr6 in 1988) and 75 outlets in 19 countries; IKEA had become the world's largest home furnishings retailer. As the company approached the 1990s, however, its managers faced a number of major challenges. Changes in demographics were causing some to question IKEA's historical product line policy. Others wondered if the company had not bitten off too much by attempting major new market entries simultaneously in two European countries (United Kingdom and Italy), the United States, and several Eastern bloc countries. Finally, there was widespread concern about the future of the company without its founder, strategic architect, and cultural guru, Ingvar Kamprad. IKEA BACKGROUND AND HISTORY In 1989, furniture retailing worldwide was a fragmented industry in which small manufacturers and distributors catered to the demands of their local markets. Consumer preferences varied by region, and there were few retailers whose operations extended beyond a single country. IKEA, however, had repeatedly bucked market trends and industry norms. Over three and a half decades, it had built a highly profitable worldwide network of furniture stores (see Exhibit 1). COMPANY ORIGINS IKEA is an acronym for the initials of the founder, Ingvar Kamprad, his farm Elmtaryd, and his county, Agunnaryd, in Smäland, South Sweden. In 1943, at the age of 17, Kamprad began his...
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...MGNT 3650 June 12, 2011 Chapter 1 Closing Case-IKEA How has the globalization of markets benefited IKEA? Globalization of markets has benefited IKEA by making it easy to expand into different countries. Now that the whole world has excess to the internet, everyone is basically wearing and listening to the same things. This is very beneficial to IKEA because there isn’t a lot the company has to do with the style they originally started in Sweden. With the globalization of markets it makes it easier for customers to buy products from IKEA online or at the warehouse with their country “social” demographics and culture in mind. “The worldwide success of a growing list of products that have become household names is evidence that consumers the worlds over, despite deep-rooted cultural differences, are becoming more and more alike - or, as the author puts it, "homogenized." In consequence, he contends, the traditional MNC's strategy of tailoring its products to the needs of multiple markets may put it at a severe disadvantage vis-a-vis competitors who apply marketing imagination to the task of developing advanced, functional, reliable standardized products, at the right price, on a global scale.” How has the globalization of production benefited IKEA? This has saved IKEA time and money. IKEA has producers to supply each of its big markets; it helps by knowing the styles of each market. For example the producer for...
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...in Sweden, the UK and China ˚ Steve Burt a, Ulf Johansson b,n, Asa Thelander c a University of Stirling, Institute for Retail Studies, Stirling Management School, Stirling FK9 4LA, Scotland, UK Department of Business Administration, Lund University, P.O. Box 7080, SE-220 07 Lund, Sweden c Department of Communication Studies, Lund University, Campus Helsingborg, PO Box 882, SE-251 08 Helsingborg, Sweden b a r t i c l e in fo Available online 29 September 2010 Keywords: IKEA Retail internationalisation Retail marketing mix Standardisation Sweden the UK China abstract IKEA is often cited as an example of a ‘global’ retailer which pursues a similar ‘standardized’ approach in every market. This paper systematically assesses the degree of standardisation (and adaptation) of four commonly identified retail marketing mix activities – merchandise, location and store format, the selling and service environment, and market communication – within three countries. These countries – Sweden, the UK and China – represent different cultural settings and are markets in which IKEA has been operating for different lengths of time. The data upon which the comparison is based was generated from personal interviews, in-country consumer research, company documentation and third party commentaries. The conclusions drawn suggest that whilst IKEA operates a standardized concept, degrees of adaptation can be observed in customer facing elements, and in the supporting ‘back office’ processes which...
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...International Marketing Review Emerald Article: Strategic consequences of retail acquisition: IKEA and Habitat Gary Warnaby Article information: To cite this document: Gary Warnaby, (1999),"Strategic consequences of retail acquisition: IKEA and Habitat", International Marketing Review, Vol. 16 Iss: 4 pp. 406 - 417 Permanent link to this document: http://dx.doi.org/10.1108/02651339910282027 Downloaded on: 25-01-2013 References: This document contains references to 17 other documents Citations: This document has been cited by 3 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 5839 times since 2005. * Users who downloaded this Article also downloaded: * Gary Warnaby, (1999),"Strategic consequences of retail acquisition: IKEA and Habitat", International Marketing Review, Vol. 16 Iss: 4 pp. 406 - 417 http://dx.doi.org/10.1108/02651339910282027 Gary Warnaby, (1999),"Strategic consequences of retail acquisition: IKEA and Habitat", International Marketing Review, Vol. 16 Iss: 4 pp. 406 - 417 http://dx.doi.org/10.1108/02651339910282027 Gary Warnaby, (1999),"Strategic consequences of retail acquisition: IKEA and Habitat", International Marketing Review, Vol. 16 Iss: 4 pp. 406 - 417 http://dx.doi.org/10.1108/02651339910282027 Access to this document was granted through an Emerald subscription provided by LIMKOKWING UNIVERSITY OF CREATIVE TECHNOL For Authors: If you would like to write for this, or any other Emerald publication...
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