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Ikea Case St

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* Varejo : Vente au détail * Comité chargé de la stratégie/politique de produits -> positionnement des produits * Avoir un coût/prix 30 à 50% inférieur aux concurrents * Objectif Konrar : avoir des produits fonctionnels à faible cout accessibles à tout le monde, même au français moyen (importance des fournisseurs qui ne doivent pas être trop cher) * Fronhas : taille d’oreiller * Fracasso nos USA, différence culturelle et habitues

1. Na minha opinião o que levou a Kamprad a querer expandir o seus negócios em mercados estrangeiros é a vontade de maximizar os lucros. Todas as empresas têm como objectivo penetrar em novos mercados e se estabelecer mundialmente. Permite também diversificar e expandir o seu negócio.
Além disso, era uma boa oportunidade para eles, porque a Europa acabava de sair de uma grande guerra e era necessário para os países e os lares de serem reconstruídos. Podemos supor também que o mercado sueco de varejo era saturado.

2. Os principais fatores de diferenciação que permitiram a IKEA se destacar das outras empresas foi o trabalho bem feito no seu Marketing Mix. Eles concentraram-se sobre a importância do Produto (características e atributos) e do Preço (a quanto e como será cobrado do cliente. Neste quesito, o produto pode ser barato ou de luxo).

3. Para manter o seu principal fator de diferenciação durante a sua expansão internacional a IKEA decidiu fazer o contrário do que o outros estavam fazendo.
Em relação ao Produto, eles conseguiram: * ter uma variedade dos produtos (designs variados, linhas “cleans” etc.) * boa qualidade dos produtos, * produtos funcionais e fácil de usar, * longo prazo * acessíveis para todas as classes sociais

Em relação ao Preço, eles têm sucesso porque: * produtos vendidos entre 30% à 50% mais baixos que os concorrentes, * os custos são minimizados (criação da Sweedwood etc), * boa relação com os fornecedores,

4. O que favoreceu o sucesso da IKEA na Europa é simplesmente a proximidade das mentalidades e dos hábitos de consumos que são “iguais”. Não tinha muito de adaptar em relação aos produtos que ofereciam porque eram todos padronizados. Tornaram acessíveis produtos de boa qualidade e bom design a todas as classes sociais.
Infelizmente, eles são entraram no mercado americano com a mesma visão e não deu certo. Eles não conseguiram identificar os hábitos culturais dos americanos. O seja, os consumidores americanos preferiam grandes móveis e utensílios domésticos.

5. Na hora de escolher um mercado estrangeiro é essencial fazer uma pesquisa de mercado. A empresa der saber e conhecer todas as variáveis favoráveis, ou não, a sua atividade. Deve conhecer os hábitos de consumo, as diferenciais culturais, estudar a concorrência e responder as necessidades locais.
Ao entrar no mercado americano, a IKEA deveria ter passado pelas etapas acima. Desta forma, eles teriam entendido que a estandardização dos produtos não seria uma boa opção e que deveriam adaptar os seus produtos.

6. Se o Kamprad deseja manter o controle da sua empresa, a melhor estratégia de internacionalização para a IKEA seria a filial. Oferece varias vantagens, como um bom conhecimento do mercado devido a sua presença local. E permite também a Casa-Mãe simplificar os operações administrativas, logísticas etc.
O Kamprad pode também recorrer a uma franquia porque representas poucos custos financeiros para ele na criação da loja. E, recolhera sempre os benefícios que será feitos pela franquia.

7.

7- Embora a IKEA tenha fornecedores sob contrato para a maioria dos seus produtos, desde o início dos anos 1990 certa proporção dos bens é produzida internamente (em 2008, por volta de 90% de todos os produtos foram fornecidos por fornecedores independentes e 10% internamente). Levando em consideração o fato que a IKEA terceiriza cerca de 90% de sua produção, ( assim como os fatores de diferenciação da empresa), na sua opinião: * Porque a empresa terceiriza quase que toda a sua produção internacional?
(Perguntas Bônus : ) * O que levou a empresa a decidir começar a produzir os seus próprios moveis em 1990? * Hoje em dia, o que leva a empresa a querer produzir uma parcela tão pequena de seus produtos?

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