...EXECUTIVE SUMMARY จาก Vision ของ IKEA ที่ต้องการให้ผู้บริโภคสามารถออกแบบเฟอร์นิเจอร์ของตนเองได้อย่างอิสระ และเฟอร์นิเจอร์นั้นยังมีราคาถูกและสวยงามอีกด้วยจาก Vision ดังกล่าวจะสามารถกำหนด Mission ของ IKEA ได้ดังนี้"We not only build you furniture, but we build you home for your better everyday life.” IKEA ใช้กลยุทธ์ Penetration Pricing นั่นคือการตั้งราคาสินค้าต่ำกว่าคู่แข่ง 30% ถึง 50% ซึ่งราคาที่ต่ำกว่าของ IKEA ก็ถือว่าเป็น Competition Advantage ของบริษัท เนื่องจากไม่มีบริษัทไหนที่สามารถเลียนแบบสินค้าของ IKEA และขายราคาต่ำเท่า IKEA ได้ ในระยะเริ่มแรก IKEA ก็ประสบปัญหาเรื่องสินค้าของ IKEA ไม่ดึงดูดลูกค้าชาวอเมริกัน เนื่องจากเฟอร์นิเจอร์ของ IKEA นั้นไม่คงทน อันเนื่องมาจากการที่ IKEA ต้อง Minimize Cost ให้มากที่สุด เพื่อที่จะขายสินค้าในราคาถูกได้ วัตถุดิบที่ใช้ในการผลิตเฟอร์นิเจอร์จึงเป็นวัตถุดิบที่มีราคาถูก และไม่คงทนมากนัก IKEA จึงได้ทำการโฆษณาโดยการจัดแคมเปญ หนังโฆษณา “Unboring” โดยมีจุดมุ่งหมายที่จะสื่อถึงคนอเมริกันว่า “อย่ายึดติดกับเฟอร์นิเจอร์ของตนเองมากเกินไป มันก็เป็นแค่เฟอร์นิเจอร์ชิ้นหนึ่ง เปลี่ยนมันบ้างก็ได้”ในที่สุด IKEA ก็ประสบความสำเร็จในการเปลี่ยนค่านิยมที่สั่งสมมานานของชาวอเมริกันได้ และเริ่มกอบโกยรายได้จากชาวอเมริกัน ต่อมา IKEA มีแผนที่จะขยายตลาดในประเทศสหรัฐอเมริกา เนื่องจากเห็นว่าประเทศสหรัฐอเมริกาเป็น Potential Market โดยต้องการขยายให้ครบ 50 สาขาภายในปี 2013 ด้วยเหตุนี้ IKEA จึงต้องพยายามทำให้เฟอร์นิเจอร์สไตล์ Scandinavian ที่เป็นเอกลักษณ์อยู่แล้วของ IKEA ดึงดูดคนจำนวนมากขึ้น เพื่อรองรับกับสาขาที่จะเปิดเพิ่มมากขึ้น เนื่องจากปัจจุบันเฟอร์นิเจอร์สไตล์ Scandinavian...
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...Scandinavian and American customers, and examine the growth strategy. At age 17, Ingvar Kamprad founded IKEA with money (a gift) from his dad for successfully completing his studies. In 1951, he published his first catalog. Two years later, he opened a showroom in Almhuit and soon thereafter began designing his own furniture. In 1956, IKEA started testing flat packages. They designed products that could be packaged flat, which greatly reduced company and customer costs. IKEA opened their first store in Almuit in 1958, followed by another in Stockholm in 1965. Between 1965 and 1973, they opened seven new stores in Scandanavia, capturing 15% of the Swedish market. Business was going great, and it was time to expand. In fact, Kamprad said, "It is our duty to expand," dismissing those who insisted that furniture retailing was a strictly local business (Ingvar Kamprad and IKEA, 1996). Moving full steam ahead, Kamprad purchased a faltering IKEA franchise in Canada in 1979. Within 3 years, the canadian store was a lucrative business, and the management team set their sights on the Unites States. By 2002, the IKEA Group was the world's leading furniture retailer (Ingvar Kamprad and IKEA, 1996). Their 154 stores, across 22 countries, and 286 million customers made up gross sales of $12 billion. IKEA's Culture, Philosophy, and Strategy IKEA's founder once said, "The true IKEA spirit is founded on our enthusiasm, on our constant will to...
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...Sweden early on (50s and 60s)? In 1943, IKEA was founded by Ingvar Kamprad at his home town, selling mainly pencils, postcards and other merchandise. From late 40s to early 50s, manufacturing furniture was introduced as a complement to general merchandise. This enabled Kamprad to step in the furniture business and exploring situation and finding new opportunities. The business had gain massive success in the domestic market for the since opening and the key to its achievements is Kamprad’s leadership. He not only had the vision for the furniture industry, market’s situation, and enthusiasm for business, but Kamprad also played an important role in managing the company’s resources, turned it into capabilities and prove IKEA’s distinctive core competencies. Example for that can be IKEA’s leap on the furniture retail industry: more affordable products to target the large amount of customer, showroom and store’s concept, better customer experience… IKEA’s strategy and business model was also the company’s source of success. IKEA’s prioritize the need of customer, in which price and product range rank the first when it comes to satisfy customer demand, following by IKEA store, catalogue… Marketing strategy was also totally different from other market player at that time, with free and comprehensive catalogues, IKEA was able to introduced customer with a new shopping experience. IKEA’s simple objectives were also needed for its growth. IKEA stated that low costs in all operations are...
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...sharply increased the intensity of competition in most industries. We will learn how leading firms have devised strategies, structured, and managed their organizations to achieve competitive advantage in this challenging environment. Strategic management deals with uncertainty and unstructured situations. You will learn tools and concepts for putting some structure into your analysis of strategic issues. But most strategic choices require judgment. Case studies enable us to test our judgment and learn vicariously from successful and unsuccessful managers in a variety of situations. Hence, class discussion of the cases is a central part of your learning experience. Methods: We will combine cases, lectures, individual and group papers and presentations. Pre-requisites: First semester of Core. Textbook: Jay Barney, Gaining and Sustaining Competitive Advantage, Fourth Edition. Case Packet will be available. Assignments and Grading: 1. Participation: (15%) Attendance is required. Please inform the instructor in advance if you need to be absent. Participation means active involvement in the discussion of the case with evidence of preparation. 2. Article File: (5% for 1 brief, 5 minute, presentation) Once during the term you will come to class prepared to make a short presentation of an article from a business publication that fits the topic of...
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...Case Analysis: Ingvar Kamprad and IKEA Our group will illustrate IKEA’s general development in chronological order. We analyze its’ different strategy in corresponding stage, and look into IKEA’s future development. Part 1：IKEA’s initial development 1. Sources of IKEA’s successful entry in Sweden: Ingvar Kamprad saw a great opportunity when the furniture prices increased 41% faster than household goods between 1935 and 1946, and started selling low price, good quality and simpler design furniture primarily to the younger generation of customers who wanted to buy furniture for their first apartment. The tradition in Sweden was to sell expensive, long lasting (family heirloom) furniture, which after the war was too expensive for people. Instead of locating small stores in the central –more expensive part- of the city, he positioned his warehouses in the suburbs, which was a more cost efficient location which also allowed customers to park their cars. Also, because the furniture cartel banned Kamprad to sell directly to customers at shows and persuaded the manufacturing cartel to stop supplying furniture, IKEA started to sell with the help of catalog and started to supply from a different supplier, which allowed him to reduce his prices even more. He also introduced less expensive raw materials and a less-formal working environment. 2. Management process in the Europe-wide operation: In the Europe-wide operation process, we think the most challenging task for IKEA is...
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...Case Study IKEA’s Global Strategy: Furnishing the World. The inadequate marketing research done before entry into the North American market (US) militated against the fast market development IKEA had enjoyed in other market regions. Business globalization should involve flexibility of an organization to adapt to different business culture in diverse geographical market segmentation. IKEA had initially failed the transition test which resulted in slow market growth, the company further failed to anticipate the need of the American consumers. IKEA’s idea of using paperback catalogue and word of mouth advertisement would only be successful in familiar markets. Furthermore, the use of the traditional Moose image as a form of “one size fits all” promotional approach did not sell in the new market. Recommendation Promotion - The 21st century has changed the face of advertisement and relying on paperback catalogue would be grossly inadequate for the wide range of consumers the company targets. Apart from the restricted coverage of paperback brochure, there is a limit to the amount of information the consumer would get about the wide variety of product offered by the company. IKEA should be able to capitalize on various social media marketing medium which facilitate a two way communication between manufacturers and consumer, enabling them to efficiently satisfy the needs of their customers. Product – IKEA should increase their product line for consumers to have more varieties and...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...1. Would a TNA be needed in this situation? Why or why not? If yes, who would you want to talk to? Training Needs Analysis is a formal process required for the purpose of identifying the training gap that is in existence and its related training need. Considering the IMP case analysis, training needs analysis is required since there are different sectors within the organization which require an individual to possess the necessary skills to perform the expected work within that department. In addition, training is also offered to people working within the ‘different sectors’ in that organization despite the fact that equality is not displayed while offering that form of training. Talking to the HR manager at North America International Airport’s about training needs analysis is a good idea since the HR manager is the one with the authority over the individual’s directly concerned with training such as Mr. Pettipas. 2. Based on the case as presented above, what KSAs need to be trained? From the case analysis at IMP, it is evident that there are several knowledge, skills and abilities that have to be addressed during training to all the employees within those departments. Leadership skills need to be addressed since the HR was not able to assist Ms. Dillman in her case which portrayed that he lacked the leadership skills. Technician skills required for the metal sheet shop needs to be trained since Ms. Dillman lacked knowledge on the requirement of a metal sheet shop technician...
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...✓ Materials Needed Performance Measurement & Control Systems for Implementing Strategy: Text and Cases, by Simons, Robert. Prentice Hall, ISBN #0-13-234006-2 Cases in Management Accounting & Control Systems 4th Edition, by Allen, Brownlee, Haskins and Lynch, Pearson-Prentice Hall, ISBN #0-13-570425-1 Freakonomics: A Rouge Economist Explores the Hidden Side of Everything, by Steven D. Levitt and Stephen J. Dubner, Harper Collins, ISBN#0-06-073132-X ✓ University Communication with Students All email communication from the University is sent to the student’s wsu.edu address. Please be sure that you have set up the link to forward your personal email address (aol, hotmail, etc.) or you will miss announcements and information that is very important to you. This is the email I use to contact you regarding class matters. If you change your email address, be sure to update again. ✓ Catalog Course Description with Prerequisitites 3credits: Managerial evaluation of budgeting, cost accounting, and financial analysis techniques; their utilization in control of operations. (pre-requisite acctg 550 or equivalent). Please note that pre-requisites are strictly enforced and that students will be disenrolled if they do not have course pre-requisites). ✓ Instructor Course Objectives Knowledge and Skill Expectations: Students should have the knowledge and skill level to record economic events, read and analyze financial information through the topic areas covered...
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...Title Page Course – MKTG 6300 Fall 2007 Service Marketing Student Name: Maria E. Kobayashi Individual Case Analysis Individual Case Summary: Ritz – Carlton Hotels 1. Key issues Ritz – Carlton (RC) wants to be perceived as the premier luxury hotel, with differentiated and personalized service, high levels of guest retention and guest recovery rates, and low levels of service defect incidence. The group wants to achieve this goal by optimizing the balance between human relationships and the systems. Nevertheless, the systems and databases RC had in place at the time of the case do not deliver the level of information needed to reach their objective. Moreover, they do not allow for smooth interaction with the RC team, who are able to gather highly valuable information regarding customers’ preferences, dislikes, or potential problems experimented by the guests. 2. Recommendations First of all, the Encore system should be modified to include real-time updating of customers’ preferences and of potential problems the guests might have experimented during their stay. This should be standardized across all RC properties. Guest categorization should also be standardized and input into the system. This system should be available in a user-friendly way to any member of the RC staff in convenient locations. It should also include a common defect reporting module with the functionality to cross data between different locations. After all these processes...
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...In the case, a man who goes by the name Moto is sent to Chicago to do business. Here his “responsibility was to hire a contracting company and check on the pricing details.” He works for an auto parts supplier, KKD, who had been researching American contracting companies for the past year and a half. They decided to use Allmack due to it having the best track record. Moto went to meet with a man who worked for the company and was shocked by his rudeness and unprofessional manner. He wasn’t prepared for this and had no idea what to think of it. Also, he was not so used to moving so quickly and rushing around. In America, people are very fast passed and try to get things done as quickly as possible. He presented Mr. Crowell with a gift and he just stated that his daughter would love it. When Crowell said this, Moto should have gone in to a discussion explaining what the dolls meant and the importance of them. This way he could have shown Crowell the value in the gift he was giving him and he would have taken back the comment about his daughter loving them. Throughout the case there are many differences that Moto is shocked by. One of these is the fact that he is used to being called by his last name. He was surprised when Crowell asked for his first name and began calling him by that instead. Also, he wanted proof that the Allmack group was actually as good as they say they are. He asked for records and one of the workers got offended and was wondering why he did not trust them...
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...to time to write a good CAR. So, once you “get” the Big Picture of the Case, and recognize the major analysis elements (focal system(s), main problem/Alternatives, etc.): o focus on analyzing those Alternatives and coming up with some significant Findings, and especially Recommendations. o As your analysis results “solidify,” focus more and more on Writing a Good CAR and submitting by the Due Date! • Cases can contain more than 1 major “track” for their analysis, allowing for alternative versions of a CAR. So, do NOT simply imitate this Example CAR blindly for its “specific content.” Worse, DO NOT simply copy any of its parts. • Instead, use this Example CAR by way of “Reverse Engineering:” See how its contents arise logically if our Case Analysis Method (Guide) is applied to the Case. This will help you understand how our analysis method works! Then, use the same general analysis method (actually, the Approach) on the Case assigned for your CAR. • Don’t just imitate the pattern of alternative found here! Analyse and find out what alternatives make most sense in the particular Case you are working on. • No Case contains ALL the facts you want to know for its analysis. So, when analyzing Cases, be pragmatic! Do not worry about any facts beyond the Case (unless specifically instructed). Instead, conduct the “best possible” analysis using available Case-facts. • Leave Enough Time to Write a GOOD REPORT based on your...
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...discussing “case” materials in light of theoretical arguments advanced in “readings.” Case materials include standard Harvard Business School cases, book chapters about individuals (Robert Moses and Henry Kissinger), corporations (e.g., Lehman Brothers and Time Warner), and industries (e.g., the auto industry), and in-class videos (e.g., a “Bill Moyer’s Journal” segment on David Rockefeller). COURSE REQUIREMENTS Final course grades will be based on student performance on three written assignments and on student participation in class discussions. Written Assignments. Each student will be expected to submit two individual case analyses that indicate what the student learned from reading and discussing the case in question. The case analyses should be one single spaced typewritten page long and should be submitted the week after the case that they address is discussed in class. Individual case analyses will be graded on a scale from 1-3 and together will comprise 10% of a student’s final grade. Each student should also form a group with three to four other students to complete a case study of a real organization. The research for this case study can be carried out using primary sources (e.g., participation observation and/or interviews) or secondary sources (e.g., books, articles, or prepared cases about a target organization). Thus, group members need not have worked in an organization to use it as the subject of their final case analysis. Other case analysis topics...
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...ZhiQing | Student ID No.: | 22012511 | Unit Code & Name: | MNG91002 | Campus: | MDIS | Tutor’s Name: | Frankie-Lim | Assignment No: | 1 | Assignment Title: | Case Analysis Research – Striving for Best Academic Practice | Word Count: | 1193 | Due Date: | 21 Apr 2014 | Date submitted: | 20 Apr 2014 | Declaration: I declare that this assignment is my own original work and has not been submitted for assessment elsewhere. I acknowledge and irrevocably agree that the assessor of this assignment may, for the purpose of assessing this assignment: * Reproduce this assignment and provide a copy to another member of faculty for review and comment, including whether the work is an original work; and/or * Provide a copy of this assignment to a plagiarism checking service for review so that it may determine whether the assignment is an original work. The checking service may retain a copy of the assignment on its database for the purpose of future plagiarism checking. I have read and understand the Rules relating to Awards (Rule 3.17) as contained in the University Handbook. I understand the penalties that apply for plagiarism and agree to be bound by these rules. CHEN ZHIQING 20 Apr 2014 Signature (please type) Date Tutor's comments: Paper Title: Case Analysis Research –...
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...Northco Case Analysis Johannes Röder, 154BB14B 1. How should Michaels think about the costs of over and under-stocking? Identify the elements of over and under-stocking cost in this case. These two cost factors result from the lack of the ability to match supply with demand. The costs of overstocking depict the cost per unit that arise if actual demand is lower than the expected one. In this particular case the elements of overstocking are the orders of customers in advance without payment, the obsolescence of the goods owing to seasonally and frequently changing trends, the large number of variants and variety in fabrics as well as the requirement to order in considerable quantities. The costs of understocking show the loss of profit per unit if actual demand is higher than the quantity ordered. The components of understocking are the significant variation and the high uncertainty in demand, which lead to difficulties with the forecasts in the beginning of the season. Moreover, the fitting processes and managerial actions to avoid leftover inventory are influencing the understock. The shortcomings in delivery are substantially important in this special case, since the failure for one product could result in the loss of a whole account. With a relatively small customer base of 91 schools as well as the two largest clients representing 14 percent of the sales a loss of a customer would result in sharp decrease in profits. In addition, the defect of a...
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