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Outline
IKEA 2
1. Company's Overview
2. Characteristics of IKEA
3. Operations of IKEA
4. Internal Factors Analysis
Strengths
Weaknesses
Opportunities
Threats
8. Conclusion
9. Recommendations
since it was started in 1943 by Ingvar Kampard. At present it is the world's leading
furniture retailer, renowned for its Scandinavian mode. The mainstream of IKEA's
products is flat-pack, all set to be accumulated by the consumer. IKEA is offering more
than 9,500 products including a complete range of home and office furnishings,
IKEA 3
equipment, lighting and accessories. This extensive range is obtainable in all IKEA
outlets, and consumers can order a good deal of the collection online through IKEA's
website. At this point there are 18 outlets in the UK, with the first one launched in
Warrington in 1987. In July 2009, IKEA introduced its products in Ireland and opened an
culture with its own set of principles has been developed. The achievements of IKEA
have been built upon zeal and eagerness, upon a steady aspiration to renew and
household and office products. These products have been carefully selected for the
customers to be able to make their homes more attractive and comfortable. The
consumers have access to all kinds of merchandise under one roof which makes the
whole shopping experience a great one. A wide variety of products and designs one can
select from attracts millions of customers to IKEA stores across the globe every year.
The key goal of IKEA is to assist customers in implementing their own ideas in
furniture and ornaments for their homes and offices at a very reasonable price.
Sweden is where the foundations of IKEA come from, while its product designs
are derived from different parts of the world making it one of the most diversified and
and make their buying decisions with the assistance of the IKEA staff.
Characteristics of IKEA
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Both for the company's customers and for its co-workers IKEA is a combination
everything from the way the management operates to the way employers and
employees relate to one another and to the customers. Managers and associates work
together, utilize the same car parks and eat side by side in the same cafeterias (IKEA,
2003).
The company’s personnel are an immensely important resource for IKEA, and
they are constantly working together to improve things and enhance the quality. By
daring to be unique, to believe differently and to inquire about the way things are done,
IKEA copes with difficulties and excels in its field (IKEA, 2003).
IKEA is also famous for offering the same product variety in all countries. The
number of the company`s products ranges from 8,000 to 10,000 depending on the
adjusting to the specific peculiarities of the country in which an outlet is operating. The
store locations, design and display are adjusted according to the overall market
requirements and consumer behaviour. For instance, in China, the store layouts imitate
the design of many Chinese apartments, and because many Chinese apartments have
outlets. Most of its products, especially furniture, are sold as knocked-down kits, for
customers to take the products to their homes and amass themselves. The company
wins considerably due to the dimension of each store and the large production runs
made possible by selling the same variety of furniture all around the globe.
This enables the company to compete with business rivals on quality,
undercutting them by up to 30% on price (Artisan, 2004). An IKEA store, with its mouth-
IKEA 5
destination for value aware, car-borne customers. In the Harvard Business Review,
Richard Norman and Rafael Ramirez pointed out that IKEA had obliged both consumers
and suppliers to imagine worth in a new way "In which customers are also suppliers (of
time, labour, information and transportation), suppliers are also customers (of IKEA'S
business and technical services), and IKEA itself is not so much a retailer as the central
most attractive characteristic to the buyers is the appropriate names given to every
simply calling a product 123456, we name a bookcase 'Billy' or a fabric 'Anna', Sofa
names are usually cities or rivers in Scandinavia, fabrics are steaks' names, and the
wall units are boys' names. The reason is that IKEA wants to project the feeling that the
ascertained a target price before creating a product. This method was in contrast to the
normally followed practice of initially developing the product, and then pricing it
according to the actual cost and mark-up by other furniture producers. The designers of
IKEA had to acquire and calculate all the costs like raw material, manufacturing, and
distribution till the item reached the retail store within the certain target price (ICMR,
2010). Supply Chain Management plays a vital role in decision making process at IKEA.
This is the most important responsibility because IKEA has 202 retail outlets all around
IKEA 6
the world, which cover a total of minimum a million consumers a day, throughout the
products. Almost 10% of them are new every year (All Business, 2005). Supply chain
planning is sometimes complex for the company, because the outlets are spread across
thirty two countries. As a rule, an IKEA retail store opening is a public event, and the
company has 1600 suppliers in numerous regions, and they are divided more or less
evenly between Europe and Asia. IKEA consists of 27 central distribution centres in 16
and those an organization cannot control are the external ones (Times, 2010).
The aim of the internal analysis is to identify strategically important strengths and
weaknesses on which a firm should ultimately base its strategy. Ideally, this goal can be
achieved, first of all, by identifying key internal factors such as distribution channels,
evaluating these factors. The internal factors analysis is neither linear nor simple. The
steps tend to overlap, and the managers in different positions and levels approach the
internal analysis in different ways. Therefore, it is essential for the firm to effectively
under the category of internal factors. Strengths and weaknesses are internal factors as
they indicate how well the company copes with managing its internal matters and what
should be the focus of the company`s attention. These factors usually refer to the
IKEA 7
marketing or production.
IKEA’s business strategy is mainly focused on the company`s aims related to
sustainability and environmental design. IKEA has recently launched a tactical plan
regarding sustainability and the company wishes to see it through by 2015 (Times,
2010).
Strengths
Any aspect within an organization which gives it a competitive advantage over
team to convince the customers or the infrastructure the company has developed
around its premises. The following are some of the strengths which IKEA has:
A strong brand name to relate to in the global market (Kumar and Kumar, 2010).
Conscious attitude to cost results and lower prices that blends in perfectly with
what they call a ‘Democratic Design’ (meaning good quality for lower prices).
Responsible approach towards market research which helps the company to be
pro-active about entering into new markets (Kumar and Kumar, 2010).
IKEA enjoys Economies of scale because of its bulk purchasing.
Wherever IKEA goes, it develops an excellent infrastructure around its location
which makes this company an immediate favourite for the locals (Times, 2010).
One of its major strengths is delivery of products directly from the supplier to
IKEA retail outlets. This cuts down the handling costs, lessens the number of
strength of the company that gives it a competitive advantage over the others
while keeping its costs of operations at a low level. This could be depicted in the
following diagram:
IKEA 8
Weaknesses
Problems which any firm may face internally can have a significant impact on its
measures to eliminate such weaknesses (Times, 2010). The plans for overcoming these
problems often serve as the basis for the company`s short-term objectives. IKEA seems
different countries and each country has its geographic constraints, often
matching up to one of its primary standards - quality products and low prices.
Economies of scale help the company in reducing the prices but maintaining a
IKEA continuously introduces differentiated products but its business rivals are
catching up with the copies as well as with their own products (Times, 2010).
Communication barriers are a major concern. IKEA’s management needs to
businesses tend to have serious implications for them and can affect the direction of the
strategy that they are pursuing and can shape up the organizational structure and
environment of businesses, and therefore they can be divided into two categories. The
first group of factors includes the opportunities that involve the necessities in formulating
strategies. Secondly, there are external threats that provoke complexities involved in
IKEA considers that its environmentally concerned business behaviour will have an
effectual resolutions for customers in order to help them recycle or reprocess used
products (Times, 2010). The opportunities that IKEA takes benefit of through its
There is an increasing demand for low priced products. Inclinations in the current
stores.
It is essential to attract the younger generation, as they will be the key buyers in
the upcoming years. IKEA is planning to attract the new generation by its low
priced, modern and stylish products. Due to these characteristics, young people
are ready to buy and furnish their homes with IKEA products (Kumar and Kumar,
2010).
Organizations work on reducing water usage and lowering the usage of carbon
footprints. IKEA has set out its plan for cutting energy use by introducing
alternate energy sources in its stores and changing its packaging material. Its
flights by 20% in 2010 and by 60% by the end of 2015 (Times, 2010).
IKEA is providing social responsibility for the people. Developing social
responsibility, IKEA's strategy includes support for charities such as the World
Threats
IKEA 11
them. Through creating innovative ideas, IKEA can employ a particular strength to
secure its business against threats in the industry. Threats to IKEA may arise from:
The upcoming social trends can be a threat for IKEA business. Most of the
consumers are not ready to try on new products, therefore it may result in
market value. Attracted by the consumer demand and expected returns from
household and furnishing markets, many companies have entered into these
sustainable life. On its website, it provides the customers with information and
ideas on how to lessen their influence upon the environment. This will also help
the business to be more cost effective. The managers and co-workers are trained
on sustainability, particularly on what IKEA is doing and how they can take
enough to benefit from the economies of scale. The impact of such economies of
IKEA 12
scale can be seen in lower average costs of operations. The company has a
which have helped the company to reduce costs throughout its operations.
Because of its ability to derive benefits from high levels of economies of scale
and lower costs of doing business, the company is able to offer products that are
highly price competitive for consumers. From this, it could be suggested that due
to its unique position in the market, the company is able to establish high levels
low as feasible when the retail sector is dejected. The company should
guarantee that it is determined to have the lowest prices in the market in the
promotions, and a passion that few organizations in or out of this business can boast of.
Possibly more than any other corporation in the world, IKEA has turned out to be a
keeper of people's standards of living, if not their lives. At a point when customers face
so many alternatives for everything they buy, IKEA offers a one-stop shelter for
assurance and self-reliance. It is a reliance safe zone that people can enter and
IKEA 13
accounts for 5% to 10% of the furniture market in each country where it manages and
sells its products. More significant, says CEO Anders Dahlvig, is that "Awareness of our
brand is much bigger than the size of our company. That is because IKEA is far more
than a furniture merchant. It sells a lifestyle that customers around the world embrace
as a signal that they've arrived, that they have good taste and recognize value"
(Business Week, 2005). The founder of IKEA, Ingvar Kamprad, is known as one of the
most successful entrepreneurs who has led his business through creation of new
is on average $66 million to ensure that the location of stores and products offered are
feasible for long term returns. CEO Dahlvig is eagerly enhancing IKEA's profile in three
of its fastest-growing markets: the U.S., Russia, India and China. In the U.S., he
believes the ground is broad open, "We have 25 stores in a market the size of Europe,
Pieces address the intricacies of the customer traditions. The IKEA catalogues are
about uniqueness and personal style. They are distributed worldwide to 175 million
people. The IKEA catalogues offer a combination of fine arts and marketable production
(Christopher, 2008).
IKEA Localisation of Global Market
The company has recognised that the major proportion of its market constitutes
the customers belonging to the middle class who have common buying behaviour and
IKEA 14
preferences. The customer expenditure patterns are also similar throughout all
positions in the global market, it is obligatory to localise. For example in China, in the
year 2005, IKEA produced 250,000 plastic placemats to commemorate the year of
and cultural susceptibilities of each country, which differ radically across markets. For
instance, European billboards and commercials, particularly in the UK, were more clear-
cut than those in North America, which were usually more humorous. IKEA stores have
been available in some countries such as Canada, Sweden, Australia and Germany for
more than twenty five years whereas in countries such as the United States, Russia,
Britain, China and Italy, the company has operated for only slightly more than a decade
(ICMR India, 2010). During all these years, IKEA has worked with numerous advertising
agencies to carry out some of the most inspired and exceptional television
world. Through this research, it is suggested that the company should undertake further
evaluation of its markets as competitive forces are aligning to impose new challenges
for the company. It is essential for the company to make new strategies for keeping its
strong financial position. This will reveal the essential opportunities it can make use of
and the threats that should be dealt with to retain the market share. IKEA acts relying on
its strengths and cutting down its weaknesses. With this approach the company has
IKEA 15
been able to maintain a strong identity in the market, and over the years it has
and accountability for people and the surroundings. The company's products,
progression and structure reveal its environmental position. For instance, smart exploit
of packaging and design means that more goods can be stored into a crate and that
reduces the number of delivery journeys. This basically lessens IKEA’s carbon footprint.
The company also offers support and assistance in furnishing homes and offices
as well as provides some valuable and exceptional suggestions like which furniture can
fit your home in accordance with the space accessibility or which colour of wallpaper will
go with that furniture. You can obtain the entire home and office associated information
from the professionals at IKEA. The company also offers delivery services for its
customers and ensures that the product is delivered to the customer and accepted with
the highest level of satisfaction. In addition to this, there are special offers which can be
availed by the customers to make their shopping experience more enjoyable. The
IKEA`s wide variety of products has enabled the consumers to select and place the
finest and affordable products in their homes and offices. Presently, the organization is
renowned for its product development, resourcefulness, ability to respond and offer
create a renowned trade mark in Ireland, IKEA's main objective should be to become a
everyday life for its consumers. IKEA can retain its market value in Ireland by planning
to counteract the threats especially using the innovative ideas, and focusing upon the
IKEA 16
company's strengths. IKEA's pricing approach targets customers with restricted financial
resources; it should also create products for the high class consumers by providing
high-quality designs and extraordinary styles. IKEA has also discovered a new business
reality where being sustainable and accountable is not just the best for consumers and
the planet, but it is also highly beneficial for the business itself. Therefore, the company
should never ignore this fact and should continue to provide functional and innovative
List of References
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<http://www.allbusiness.com/company-activities-management/operations-
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Available at:
<http://www.businessweek.com/magazine/content/05_46/b3959001.htm>
[Accessed 23 23 December].
Christopher, Y.A., 2008. IKEA idea challenges consumer behavior. The Columbus
Dispatch. p.1.
ICMR India, 2010. IKEA's Global Marketing Strategy. [Online] Available at:
<http://www.icmrindia.org/casestudies/catalogue/Marketing/IKEA's%20Global
%20Marketing%20Strategy%20-%20Marketing%20Case1.htm#Promotional
<http://www.icmrindia.org/casestudies/catalogue/Operations/IKEA%20Cost
%20Efficient%20Supply%20Chain-Case
<http://www.ikea.com/ms/en_GB/about_ikea/press_room/values.pdf> [Accessed
22 December 2010].
Leggett, K., 2009. Service = Brand, Part 2. [Online] Available at:
Kumar, S., & Kumar, S. 2010. IKEA-Case Sudy. [Online] Available at:
2010].