IKEA宜家运营管理案例分析
宜家家居案例分析课件 (一)
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宜家家居案例分析课件 (一)宜家家居是一家十分成功的家居零售企业,他们采取了许多成功的策略。
其中,他们通过案例分析的方式对自己进行了深入的反思和探索,下面我们将从以下几个方面对宜家家居的案例分析课件进行分析。
一、分析定位针对家居消费者的需求,宜家家居采取了低价和方便的策略。
宜家家居主要采取的是“自助式购物”的模式,让顾客自己挑选和安装商品。
对这种模式的运营需要大量的组织和培训人员,但宜家家居还是做到了让消费者能够自主选择、自己安装,这也正是消费者所青睐的和信任的。
二、设计理念在产品设计的方面,宜家家居非常强调产品的人性化设计,他们通过各种研究了解消费者的需求和喜好,对产品的设计也是十分讲究。
他们提倡简约的设计风格,实用与美观兼顾的设计理念也是宜家的经典之处。
对于每一种产品类别,宜家都会提供大量的选择,方便消费者选择自己所需要的产品。
三、品牌形象宜家家居凭借着对产品的独特设计以及线下商店优秀的互动体验,受到了消费者的广泛认可和喜爱。
凭借着这些优秀的经验和传承,宜家家居也在不断强化自己的品牌形象和市场定位,使自己在竞争激烈的市场中获得了成功。
四、创新理念宜家家居一直倡导的是创新理念。
他们不断寻找新的商业模式和创造力,不断地进行产品创新和设计创新。
同时宜家家居也尝试和互联网公司进行合作,实现线上和线下的整合,让消费者的购物体验更加的丰富和美好。
综上所述,宜家家居的案例分析课件,从定位、设计理念、品牌形象和创新理念几个方面进行了深入的思考和剖析。
它为行业的发展提供了良好的指导和借鉴意义。
运营管理案例宜家的供应链优化案例
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运营管理案例宜家的供应链优化案例运营管理案例:宜家的供应链优化案例宜家(IKEA)是一家瑞典家具零售巨头,以其独特的供应链管理而闻名于世。
供应链是宜家成功的关键之一,它通过不断优化供应链,实现了高效的物流和低成本的产品销售。
本文将介绍宜家的供应链优化案例,并探讨其成功的原因。
一、原有供应链模式的问题在宜家采取供应链优化之前,其原有供应链模式存在以下问题:1. 临时性需求调整困难:由于宜家销售的产品种类繁多,市场需求波动较大。
在原有供应链模式下,产品供应无法快速适应市场需求的变化,导致库存积压或供应不足的问题。
2. 物流效率低下:宜家的产品主要通过船运进行国际运输,而国内运输则通过卡车和货运列车完成。
但原有供应链模式下的物流网络并不紧密,导致运输时间长、成本高、货物损坏率较高。
3. 供应商合作困难:宜家的供应商遍布全球,而供应链的流程繁琐,使得与供应商之间的沟通和合作变得困难。
二、供应链优化的措施为解决原有供应链模式存在的问题,宜家采取了以下措施进行供应链优化:1. 预测市场需求:宜家通过市场研究和数据分析等手段,准确预测市场需求的变化。
这样,宜家可以提前调整生产计划,确保产品供应能够及时满足市场需求。
2. 建立高效物流网络:宜家加强与船运公司、卡车公司和货运列车公司等物流供应商的合作,建立起紧密的物流网络。
通过优化运输路线和提升运输效率,宜家可以降低物流成本并缩短物流时间。
3. 供应商合作和管理:宜家与供应商建立长期稳定的合作关系,共同制定质量标准和生产进度。
通过持续的合作和沟通,宜家可以提高供应商的响应速度和生产效率。
三、供应链优化的效果通过上述供应链优化措施,宜家取得了显著的效果:1. 响应市场需求更迅速:通过预测市场需求和灵活调整生产计划,宜家能够更快地响应市场需求的变化,避免了库存积压和供应不足的问题。
2. 物流成本和时间减少:通过建立高效物流网络,宜家降低了物流成本和时间。
从而使得产品可以更快地在全球范围内运达消费者手中。
宜家家居战略管理案例
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2014年已经 达到全球采购 量的25%
促销
繁华地段开店 增加销售服务人员 广告形式多样化
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进军电商
网络销售利大于弊 O2O模式更适宜
对宜家来说,追求的一定是盈 利能力的最大化而非销售规模最 大化。而按照目前中国的市场情 况,宜家只有把客流吸引到店铺 才能实现利润最大化。 O2O的核心就是抓住在线上寻 找能满足自己所需产品信息的消 费者,通过各种吸引点,包括优 惠、互动、组织活动等把消费者 吸引到线下消费,并对其效果进 行衡量和跟踪,这也是一个让购 物体验更完整更便捷的过程。
将家具打造成无线充电点
为共享居住空间的都市人试验创新解决 方案,如可移动墙壁
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成本领先的供应链管理战略
1.高效率、低成本 的研发体系。 3.物流体系
2.全球采购
4.不打折的直销方 式
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高效率、低成本的研发体系
1.宜家拥有自己的设计团队和设计理念,设计师在产品设 计的简洁、耐用上良性竞争 2.采取了“模块化”设计。即每种设计都是可制造的, 不会 因大量设计方案不具备可实施性而浪费成本。 同时使生产 过程的标准化得以实现, 形成规模效益
宜家(IKEA)战略管理
C
目录
1 2 3 4
ONTENTS 宜家集团战略概况 成本领先的供应链管理战略
差异化战略分析 宜家中国战略
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宜家简介
创建于1943年的宜家是目前全球最大的家居产品零售商
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宜家简介
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运营管理宜家案例分析(南京邮电大学2015届mba-运营管理1组)
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• 地处成熟的家具建材商圈 ,比如说宜家广州店开在 了天河林和中路,属于广州最旺的商圈------天河商圈 之内。
• 建筑面积。由于宜家家居店要求既要有销售的功能, 又必须有仓储的功能,所以宜家店铺需要比较大的建 筑面积。
体验式营销
宜家的布局通过预设路径引导顾客穿过家具模型,产品的搭配摆放都是 精心设计,顾客可以亲身体验。轻松、自在的购物氛围是宜家商场的特征。
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目录
1 宜家的优先竞争优势 2 新产品开发流程 3 为顾客创造额外价值 4 店铺选址
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新产品开发流程
宜家通过科学的计算决定了在哪里销售的哪些产品在本地生产,在哪里生产的产品需 要出口到海外。同时,每个宜家商场都根据自己的需要向宜家的贸易机构进行必要采购, 同时还可以通过与这些贸易公司的交易把商场的部分利润转移到国外低税收甚至免税收 的国家和地区,从而实现赢利最大化。
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客户服务
• 将客户服务融入到产品销售环节中
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新产品开发总结
• 原材料供应、产品设计开发、生产加工制造、销售流通、客户服务五个过程,这些过程是 按照微笑曲线状态分布的,宜家没有采用传统的“前店后厂”经营方式,而是抓住了产品设 计和销售这两个利润回报最大的环节,同时将服务已经融入到销售环节中去,其余的利润 回报较低的环节基本采用外包的方式
体验式 营销
节省成本
•未设销售员 •运输 •安装 •节省空间 •节省时间
节省 成本
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传播理念
•传播现代世界生活理念 •节省资源 •保护环境 •热爱生活
宜家案例分析
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宜家案例分析引言宜家(IKEA)是全球家居零售行业的领先品牌,提供一系列价格实惠、时尚精致的家居产品和解决方案。
宜家的成功离不开其独特的商业模式和营销策略。
本文将分析宜家的商业模式、营销策略以及其在市场上取得的成功。
一、商业模式分析宜家的商业模式可以概括为“自己动手,创造美好生活”。
宜家致力于为消费者提供实惠、时尚的家居产品,同时鼓励消费者参与家居装饰和组装过程,体验DIY的乐趣,从而创造属于自己的美好生活。
1.产品设计与供应链宜家注重产品设计的功能性和美观性,追求简洁、实用的风格。
其产品涵盖家具、家居用品、家装布置等各个方面,满足不同消费者群体的需求。
宜家注重供应链的优化,采用大规模的生产和批量采购模式,以降低成本并确保产品质量。
2.平价策略宜家以平价策略为消费者带来实惠,通过专注于大规模采购、自主设计和利用效率高的供应链来控制成本。
此外,宜家还提供家居产品自组装的服务,减少了运输和安装成本。
3.店面体验宜家的店面设计旨在提供舒适、愉悦的购物体验。
宜家的店铺通常设置多个展示区,为消费者提供真实家居环境,帮助他们更好地理解产品的功能和搭配方式。
此外,宜家还提供儿童游乐区和餐厅等设施,吸引消费者花更多时间在店内。
4.线上线下互动宜家注重线上线下的互动,通过官方网站和社交媒体平台提供家居装饰灵感和DIY教程,与消费者建立更紧密的联系。
同时,宜家也充分利用线下店铺,举办各种活动、工作坊和展览,吸引消费者到店参与互动。
二、营销策略分析宜家的营销策略是其成功的关键之一,下面分析几个重要的方面。
1.主打品牌形象宜家以其独特的品牌形象赢得了消费者的认可。
宜家的品牌形象注重实用性、质量和简约风格,打造了自己独特的品牌形象。
宜家还积极参与公益事业,例如推广可持续发展,减少对环境的影响,赢得了消费者的好感。
2.赋能消费者宜家的营销策略注重赋能消费者。
宜家通过线上线下互动、提供DIY教程和灵感分享,鼓励消费者参与到家居装饰过程中,从而提高他们对产品的满意度和忠诚度。
管理学案例分析宜家的供应链管理与客户体验创新
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管理学案例分析宜家的供应链管理与客户体验创新管理学案例分析:宜家的供应链管理与客户体验创新引言:宜家(IKEA)作为一家全球领先的家具和家居用品零售商,以其独特的供应链管理和卓越的客户体验而享誉全球。
本文将通过对宜家的供应链管理和客户体验创新进行案例分析,探讨宜家成功的关键因素。
一、供应链管理1.1 供应链流程优化宜家以顾客为核心,通过优化供应链流程实现高效的产品供应和配送。
首先,宜家通过与供应商建立长期稳定的合作伙伴关系,确保产品质量和可靠性。
其次,宜家采用了先进的技术和系统,对供应链进行全面数字化管理,包括订单管理、库存管理、运输管理等,以实现信息的实时共享和高效运作。
此外,宜家还注重优化物流运输,通过多级仓储和智能配送系统,实现产品的快速响应和准时送达。
1.2 资源整合与协同宜家以卓越的资源整合和协同能力为基础,实现供应链的高效运作。
宜家与供应商、仓库、物流公司等各个环节进行紧密合作,共同制定供应计划、库存管理和订单配送等策略,以确保供应链的协调性和灵活性。
宜家还通过信息技术平台,与供应商建立全面的数据交换和共享机制,实现对供应链各个环节的实时监控和反馈,以便及时做出调整和优化。
二、客户体验创新2.1 独特的产品设计与价值主张宜家以独特的产品设计和清晰的价值主张赢得了广大消费者的信任和喜爱。
宜家的产品注重实用性、功能性和时尚性,并以合理的价格提供给消费者。
宜家还注重环保和可持续发展,采用绿色材料、节能设计和回收再利用等措施,以满足现代消费者对环保的追求。
2.2 创新的购物体验和服务模式宜家致力于为消费者创造独特的购物体验和满意度。
宜家的门店设计宽敞明亮,展示了多个家居场景,使消费者能够更好地体验产品和搭配灵感。
此外,宜家还引入了自助购物车、装配区域和餐厅等创新服务,为消费者提供一站式购物和休闲体验。
2.3 客户参与和共创宜家注重与消费者的互动和参与,在产品设计和开发过程中积极征求消费者的意见和反馈,以满足消费者的需求和偏好。
宜家营销案例分析
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所谓体验式营销,其实就是一种让消费者亲身了解产品的特点,通过对比不同产品的功能性以及使用感觉后,了解这款产品的特点和优点所在,继而达成交易的一种营销手法。
在中国,其实有不少体验式营销的地方,最常见的就是苹果专卖店,作为消费者可以来到这里亲自尝试一下店里每一款苹果产品,包括iphone、ipad或者是ipod等等,当消费者了解苹果的这些产品和其他牌子产品的不同感受之后,再通过其他手段促成他们购买苹果产品。
宜家成功营销的策略主要有七:
之一:巧妙命名。ikea这个名字,是由创始人英格瓦?坎普拉德名字的首写字母(ik)和他所在农场(elmtaryd)以及村庄(agunnaryd)的第一个字母组合而成的。更为巧妙的是,中文的“宜家”既与ikea谐音,又有了成语“宜室宜家”的美好寓意。夫妻和顺,家庭美满,是每一个人的梦想。再加上宜家的种种经营优势,宜家产品在中国,尤其是年轻人心目中已经成为时尚生活的标志。
正如图2里面一些生活中经常能使用到的产品,其实这就是非常好的传播媒体,ikea这几个字假如能反复出现在消费者的视野中,那么这些人的大脑想忘记宜家也很难,所以这也是宜家能成功的秘诀之一。
案例3:儿童活动区这种概念,早在笔者小时候就已经在南方大厦体验到,其实现在不少大型购物中心依然会有这种地方,不过像宜家家私这样能够让家长带领自己的子女来到这里进行活动的商场,印象中实在不多。
那么为什么笔者要和朋友来到宜家家私这里了解体验式营销呢?其实还是和它的卖场特性有关。
二、宜家家私的体验式营销
作为一个来自瑞典的家私品牌,其实宜家这里很多产品都是madeinchina,瑞典方面只是提供设计以及卖场管理经验,但和中国传统家私店不同的是,在宜家这里非常合适全家老少共同来到这里亲身体验一下宜家的产品和服务。
宜家家居案例分析报告
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宜家家居案例分析报告第一篇:宜家家居案例分析报告旅游文化学院案例分析报告题目:宜家家居案例分析报告系别:经济管理系2016 年 12 月 25 日摘要宜家家居(IKEA)是一家具有独特风格和品牌形象的跨国性私有居家用品的零售企业,宜家家居也是开创以平实价格销售自行组装家具的先锋。
遍布全球38个国家和地区,拥有328家门店。
宜家家居在全球多个国家拥有分店,贩售平整式包装的家具、配件、浴室和厨房用品等商品。
宜家家居是开创以平实价格销售自行组装家具的先锋。
本小组就宜家成功之道、发展现状、发展中存在的问题、存在问题的解决策略以及未来发展的趋势几个方面进行综合的分析。
关键字:宜家家居低价发展一、案例概述宜家家居(IKEA)是一家具有独特风格和品牌形象的跨国性私有居家用品的零售企业,宜家家居也是开创以平实价格销售自行组装家具的先锋。
宜家品牌始终和提高人们的生活质量联系在一起,秉承着“为尽可能多的顾客提供设计精良,功能齐全,价格低廉的家居用品”的经营宗旨。
(一)宜家创始人及成功之道英瓦尔·坎普拉德(IngvarKamprad),瑞典人,17岁利用父亲给的学习奖学金创建了IKEA(宜家)公司,出生于1926年3月30日。
2008年81岁高龄的他,以310亿美元排名福布斯全球第七。
长期性展览加销售将邮购业与家具商场合二为一的家具经营方式、独特的设计理念、独特的设计战略。
宜家一贯坚持低成本、高质量的设计战略以及兼顾创新。
同时,宜家的物流体系全球化、高效化、自动化、信息共享化的。
(二)宜家在中国的供应链问题1、销售预测不准确2、库存总成本过高3、信息一体化、集成化的程度低(三)供应链问题的应对战略1.合理定价2.销售预测3.加大采购力度,是中国成为宜家最重要成品供应国以最大限度降低成本4..物流将多数配送中心和中央仓库集中在海陆空的交通要道5.高流量、低流量策略(四)宜家发展中出现的最新问题1.出现问题家具2.问题家具处理被疑双重标准(五)宜家的竞争企业对比宜家与红星美凯龙的对比(六)未来趋势预测二、宜家在中国供应链存在的问题分析(一)宜家供应链的运作从产品设计开始,“宜家”坚持自己设计,并拥有产品专利。
宜家家居案例分析
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2、产品风格独特,有利销售 、产品风格独特, 宜家家居出售的产品全部由宜家公司独立 设计,产品的独特风格;
3、产品设计精美而经久耐用 、 宜家一贯强调产品设计精美、实用、耐用。 当然,单纯的设计精美并不难,但是在低价格的 基础上同时做到精美、实用、高质量难度却很大。
3、配合产品定位的企业形象定位及宣传 宜家宣扬其代表着“简约、自然、时尚” 的生活方式。宜家的经营理念是“提供种类繁 多、美观实用、老百姓买得起的家居用品”。 这些都形成了宜家无可替代的品牌魅力。
4、ikea注重企业形象宣传 ikea集团的营销策略之一是通过对于环保 的重视来提升企业形象。
五、以顾客为导向的营销策略(customer) 以顾客为导向的营销策略 宜家一直是以顾客为中心来进行营销,这 一点,在低价格策略中表现的已经很明显. 1、产品设计重视顾客需求 宜家进行新产品开发设计时,十分注重让市 场一线人员参与到设计过程中来,因为只有他 们才更了解顾客的需求;另外,宜家的产品开 发员有很大一部分直接来自零售部门,有直接 和顾客打交道的经验,比较了解顾客的需要。
1、低价格思想贯穿于产品设计始终 宜家的低价格策略贯穿于产品设计的始终。 ikea的研发体制非常独特,能够把低成本与高 效率结为一体 。 2、宜家不断创新以降低成本 宜家不断采用新材料、新技术来提高产品 性能并降低价格。 3、为了降低成本与oem厂商密切合作
4、宜家与顾客合作打造低价格 宜家把顾客也看作合作伙伴:顾客翻看产品目 录,光顾宜家自选商场,挑选家具并自己在自 选仓库提货。由于大多数货品采用平板包装, 顾客可方便将其运送回家并独立进行组装。 5、宜家的全球生产管理及物流体系有利于降 低成本 6、平板包装策略降低成本
四、促销策略(promotion) 促销策略 1、目录展示的营销策略 目录展示是宜家促销策略的重要组成部分, 大大促进了宜家的产品销售。在1951年,宜 家发行了第一本商品目录。此后,每年9月初, 在其新的财政年度开始时,宜家都要向广大消 费者免费派送制作精美的目录。
宜家案例分析
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成本控制行动 1 寻找廉价的材料 2 平衡生产的能力
3 发展与供应商的长期合作关系
二、国际化经营战略
5
成功的零售经营
IKEA战略最显著的方面是其高度成功的零售经营。IKEA独具特 色、不断创新的家具店改变了欧洲家具零售业的面貌。随着IKEA的 扩张,行业内展开了激烈的店铺竞争。IKEA理念最重要的部分之一 是发展标准化的店中商品陈列区。在每个商店中设有5或6个被称作 陈列室的区域,用来陈列热销产品。在IKEA的经营理念中,零售商 店中的陈列室位置和样品的陈列布置都被标准化了,布置设计的最 终尺寸都有明确的规定。 与学员讨 论应用
1
以 人 【 以人为本也体现在IKEA的人文环境中】一位高 为 层管理者列举了在IKEA取得成功的特点:IKEA能 本 够持之以恒而不是昙花一现,取决于IKEA没有太 的 多的等级观念,取决于勤勉并能轻松自如地处理 经 同顾客、老板和出纳员等每个人之间的关系,取 决于互相照顾、互相激励价值观以及这种价值观 营稳定情绪 01 导致的独特的工作环境。 理增强信心 念
1、适度调整价格战略 2、促进不同国家文化价值观的融合 3、设计理念应关注当地消费需求 4、逐步淡化管理人员的国籍
课件 制作
By team2
/team2
/team2
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简洁明快的管理风格
二、国际化经营战略
【成本意识是IKEA文化另一牢固的组成部分】Kamprad堪普拉德说 过:“资源的浪费,在IKEA是一种致命的过失。成本昂贵的解决问 题的方法是平庸的表现,一个没有成本核算的目标计划是决不能被 接受的。”一名管理者回忆道他曾经打电话给Kamprad希望得到允 许坐头等舱出差。因为经济舱已经满座,并事情非常紧急。“在 IKEA里没有头等舱,”Kamprad拒绝了他的请求,“或许你应该坐汽 车去。”于是这名管理者乘出租车完成这个350英里的行程。 【成本意识也体现在IKEA的员工招募上】在IKEA,受 过高等教育并非是必不可少的或者并非就占有优势。一 位高层管理者谈道:招收更开放、更年轻的人员,不仅 可以维持公司的低成本,而且还能扩充和增强公司的活 力。IKEA通过比较早地给他们委派责任,经常轮换工作 岗位,以及提供较快的职位升迁机会,使他们很快成长 起来。
宜家家居战略管理案例
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宜家家居战略管理案例宜家家居是全球知名的家居用品零售商,总部位于瑞典。
它以其独特的设计理念、平价的产品和独特的购物体验而闻名于世。
本文将探讨宜家家居的战略管理以及其成功的原因。
其次,宜家家居在战略管理中注重创新和设计。
宜家家居以其独特的设计理念和创新的产品而受到广泛关注。
它与各类设计师和供应商合作,推出多样化、实用且美观的产品。
同时,宜家家居通过持续的创新和产品研发,不断推出新的产品和解决方案,以满足顾客不断变化的需求。
这种注重创新和设计的战略管理使宜家家居在竞争激烈的市场中保持领先地位,并保持持续的增长。
此外,宜家家居的战略管理还注重可持续发展。
它致力于环保和社会责任,并将这些价值观融入到其运营中。
宜家家居通过使用可再生材料、提倡资源回收和循环利用等方式,降低其对环境的影响。
此外,宜家家居积极参与社区项目和慈善活动,回馈社会。
这种注重可持续发展的战略管理不仅使宜家家居在可持续发展领域树立了良好的形象,还吸引了越来越多的顾客。
最后,宜家家居的成功还归功于其卓越的供应链管理。
宜家家居与全球各地的供应商建立了稳定的合作关系,并通过建立全球供应链网络来确保产品的质量和供应能力。
宜家家居通过在生产、运输和仓储方面的优化,降低了成本并提高了效率。
这种卓越的供应链管理使宜家家居能够提供各类产品,并保持竞争力。
总结起来,宜家家居凭借以顾客为中心的战略管理、注重创新和设计、注重可持续发展以及卓越的供应链管理等方式取得了成功。
宜家家居的战略管理对于其他企业来说是一个良好的学习案例,它展示了如何在竞争激烈的市场中保持领先地位并实现持续增长。
案例分析2:与顾客一起创造价值的宜家公司
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全球市场的形成, 以顾客为中心” 全球市场的形成,“以顾客为中心”消费 时代的到来, 时代的到来,使企业面临着竞争者和消费者的 双重压力。在这种情况下, 双重压力。在这种情况下,产品和服务的界限 越来越难以界定,通过宜家的经营, 越来越难以界定,通过宜家的经营,我们可以 看到,它不但在销售产品,更在销售服务, 看到,它不但在销售产品,更在销售服务,销 售一种理念和文化。“与顾客一起创造价值” 售一种理念和文化。 与顾客一起创造价值” 的经营理念,使宜家就像一个身怀绝技的导演, 的经营理念,使宜家就像一个身怀绝技的导演, 激发出顾客和供应商无穷的活力, 激发出顾客和供应商无穷的活力,共同演绎着 一场变幻莫测、引人入胜的话剧——“创造价 一场变幻莫测、引人入胜的话剧 创造价 值”。
1、宜家公司奉行的市场营销观念是什么? 、宜家公司奉行的市场营销观念是什么? 2、结合宜家公司在中国面临的市场营销环境, 、结合宜家公司在中国面临的市场营销环境, 分析宜家公司怎样才能更好的满足中国消费者 的需求? 的需求? 3、中国家具企业应采取什么样的措施与宜家公 、 司这样的大企业集团竞争, 司这样的大企业集团竞争,赢得自己的一席之 地?
供应商也是宜家的顾客
宜家不但支持顾客创造价值,而且支持自己的 多个国家的 宜家不但支持顾客创造价值,而且支持自己的50多个国家的 1800个供应商创造价值。为了最终向顾客提供优质的商品和服务, 个供应商创造价值。 个供应商创造价值 为了最终向顾客提供优质的商品和服务, 宜家必须拥有能够提供优质价廉产品的供应商。因此, 宜家必须拥有能够提供优质价廉产品的供应商。因此,宜家在寻 找和评估供应商时格外认真。供应商一旦成为宜家系统的一部分, 找和评估供应商时格外认真。供应商一旦成为宜家系统的一部分, 就等于进入了全球市场, 就等于进入了全球市场,而且能够获得宜家提供的多方面的支持 和帮助。 设在维也纳的宜家商业服务部, 和帮助。如,设在维也纳的宜家商业服务部,建有一个电脑数据 目的就是向原材料供应商提供生意上的信息。 库,目的就是向原材料供应商提供生意上的信息。宜家家具组件 的来源极为分散,一把椅子的椅背可能是波兰制造的, 的来源极为分散,螺丝钉, 能是法国制造的,而把它们组装到一起的螺丝钉,又可能是西班 牙生产的。因此,宜家必须拥有一个高效率的定货和发货系统。 牙生产的。因此,宜家必须拥有一个高效率的定货和发货系统。 这个系统的核心是由14个仓库组成的世界网络 个仓库组成的世界网络。 这个系统的核心是由 个仓库组成的世界网络。这些仓库不是简 单的储藏设施,而是公司的控制中心和供货枢纽。 单的储藏设施,而是公司的控制中心和供货枢纽。它们按照电脑 优化的程序协调供求,帮助零售商预测需求和补充缺货。 优化的程序协调供求,帮助零售商预测需求和补充缺货。由此可 以看出,在宜家的系统中,不仅顾客的角色增添了新的内容—— 以看出,在宜家的系统中,不仅顾客的角色增添了新的内容 家具的再创造者,而且供应商的角色也发生了新的变化, 家具的再创造者,而且供应商的角色也发生了新的变化,他们已 经成了宜家的服务对象。 经成了宜家的服务对象。供应商不仅按照宜家的要求为最终用户 提供优质的产品,同时,也作为“顾客”接受宜家在信息、 提供优质的产品,同时,也作为“顾客”接受宜家在信息、技术 以及设备等方面的热情服务。 以及设备等方面的热情服务。宜家就是这样把顾客和供应商巧妙 地连接在一起,形成了一个牢固的共同创造价值的链条。 地连接在一起,形成了一个牢固的共同创造价值的链条。
案例分析管理类——(宜家和嘉宜美)
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一,我们的研究思路一.简介(一)宜家简介宜家家居(IKEA)于1943年创建于瑞典,“为大多数人创造更加美好的日常生活”是宜家公司自创立以来一直努力的方向。
宜家品牌始终和提高人们的生活质量联系在一起并秉承“为尽可能多的顾客提供他们能够负担,设计精良,功能齐全,价格低廉的家居用品”的经营宗旨。
目前宜家家居在全球38个国家和地区拥有310个商场,其中有10家在中国大陆,分别在北京、天津、上海(两家)、广州、成都、深圳、南京、大连、沈阳。
宜家的采购模式是全球化的采购模式,它在全球设立了16个采购贸易区域,其中有3个在中国大陆,分别为:华南区,华中区和华北区。
目前宜家在中国的采购量已占到总量的18%,在宜家采购国家中排名第一。
根据规划,至2012年,宜家在中国内地的零售商场将达到11家,所需仓储容量将由现在的10万立方米扩大到30万立方米以上。
中国已成为宜家最大的采购市场和业务增长最重要的空间之一,在宜家的全球战略中具有举足轻重的地位。
宜家创始人宜家的创始人英格瓦·坎普拉德(Ingvar Kamprad)1926年出生在瑞典南部的斯马兰。
1943年,英格瓦17岁时,父亲送给他一份毕业礼物,帮助他创建自己的公司。
宜家(IKEA)这一名字就是创始人名字的首写字母(IK)和他所在的农场(Elmtaryd)以及村庄(Agunnaryd)的第一个字母组合而成的。
(二)嘉宜美简介2012年9月16日,嘉宜美大型家居商超第一家店在黑龙江省牡丹江市正式开业。
这是云南省嘉宜美投资有限公司投资的第一家嘉宜美家居连锁商超。
同一时间,嘉宜美网络销售平台“8家具”上线运行。
云南嘉宜美投资有限公司注册资金人民币1000万元。
股东主要由数家前宜家家居供应商,及数家专注于商业地产整合的开发商构成。
是国内首倡“居家”概念;汇集国际先进超市、连锁加盟和自有品牌营销模式于一体;推广和发展居家用品加盟店的创新型企业。
二.微观环境分析(一)宜家微观环境分析1、企业内部环境:“为大多数人创造更加美好的日常生活”是宜家公司自创立以来一直努力的方向。
运营管理宜家案例分析南京邮电大学MBA运营管理1组
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产品销售——摆脱传统的家具销售模式
• 无销售员或明星价格折扣 • 不送货上门,顾客自己组装 • 不配置整体的背景,将家具按种类分区域,按区
域装修主题式家具卖场,卖场布局:通过预设路 劲来引导顾客穿过一些实际家居模型 • 价格标签,友好明了,低价产品用黄色价格标签 标注,提供信息处来给予要进行家居装修人咨询 意见
为大众创造更美好的日常生活
与供应商良好的战略合作关系
宜家与供应商形成长期紧密的 合作关系,供应商对宜家的需求有 较好的了解,更好地帮助宜家实现 低成本。
产品设计的差异化
宜家的研发体系采取一种独特的做法,首先 确定价格,即设计师在设计产品之前,要先为该 产品设定比较低的销售价格,然后再反过来寻求 能够以该售价以下的成本价提供产品的供应商, 从而把低成本与高效率合为一体。
产品设计
• 给定价格和生产商的情况下,使用内部竞争的方式寻找设计师、选择产品设计方案,再有 设计组合自由设计师做出改进达成最后生产方案,目标是产品能够用最低的成本实现
• 产品设计不单单只是一个环节,而是融入到新产品开发的整个过程中,灵活的调整产品设 计来使产业链的各个环节达到节能、高效,为实现“低价产品”创造足够空间
目录
1 宜家的优先竞争优势 2 新产品开发流程 3 为顾客创造额外价值 4 店铺选址
新产品开发流程
宜家通过科学的计算决定了在哪里销售的哪些产品在本地生产,在哪里生产的产品 需要出口到海外。同时,每个宜家商场都根据自己的需要向宜家的贸易机构进行必要采 购,同时还可以通过与这些贸易公司的交易把商场的部分利润转移到国外低税收甚至免 税收的国家和地区,从而实现赢利最大化。
体验式 营销
节省成本
•未设销售员 •运输 •安装 •节省空间 •节省时间
宜家家居案例分析剖析
![宜家家居案例分析剖析](https://img.taocdn.com/s3/m/5c40998955270722192ef7e1.png)
直营专卖店, 不设代理商
22个一线 城市28家 店面
集中国内外品 4个城市5 牌的家居卖场, 家卖场 承担部分博览 会功能
集中国内品牌 15家 的家居卖场
品牌 历史
14年
5年
14年
10年
品牌影响力
最受千万富豪 青睐的家居品 牌 中产阶层中影 响力较高
在家具厂商中 影响力较大
在北方市场影 响力较大
红星 集中国内品牌 25个城市 22年 在全国多个城
规模
客流
销售
在中国建立了上海、北京、广 州、成都、深圳、南京六家商 场,大连商场即将开业。
总仓储容量超过10万立方米。
直接雇员超过4500名。
宜家俱乐部在中国已有两 百六十万名会员。
2008财年宜家目录册《美 好家居指南》五期共发行 四千四百万册 。
与98年相比,08年宜家中 国客流量增长4000% 。
• 信息营销
− 为每件商品制定“导购信息”
• 情景化营销
− 设立了不同风格的样板间
• 目录营销
− 全球发行1.3亿册产品目录
• 垂直营销
− 拒绝批发 − 拒绝团购让利
外部因素-市场竞争(行业环境)分析
品牌
达芬奇
美克 美家
吉盛 伟邦
居然 之家
经营模式 连锁网络
独立专卖店, 享有国外品牌 分销权
含香港在内 7个城市8 家店面
内部全员节约
制定《节约手册》 旧家具回收服务 垃圾废品按五大类分拣 提高废品利用率,降低成本
预算
设计
采购
生产
内部因素-设计、采购、生产模式分析
设计 完成
供应商A 供应商B 供应商C
中央仓库
宜家案例分析
![宜家案例分析](https://img.taocdn.com/s3/m/77b308926bec0975f465e2fc.png)
宜家的形象误读
宜家是一个“被误解者”。无论在瑞 典本土还是北美市场,宜家都是一家典型 的“家居便利店”,这同样也是宜家的初 衷。但是,在中国这个庞大的家居消费市 中,本来想靠低价策略谋取大众市场的宜 家被误读了。在中国消费者心中,宜家就 是“贵族”形象,就是身份和地位的象征。 一贯以向中低收入阶层提供“有意义的低 价格”为口号的宜家在这里却成了高收入 阶层的乐园。这无疑是宜家最不愿看到的
6
低价格是宜家理想、商业理念和概念的基石。 所有的宜家产品背后基本的思想就是低价格会 使种类繁多、美观实用的家居用品为人人所有。 毕竟,宜家的理想是为大众创造更美好的日常 生活。 宜家不断力求将每一件事情做得更好一些、 更简单一些、更有效率一些和始终具有成本效 益。在实现宜家的低价格和接下来宜家能够为 他们的顾客提供低价格方面,所有的宜家机构 均扮演着一个重要的角色。
宜家的管理模式
宜家在中国的营销战略
成本领先战略
差异化战略
集中化战略
宜家在中国遇到的挑战
宜家的形象误读
宜家的姗姗来迟
宜家被模仿复制
宜家的文化认同
宜家的姗姗来迟
宜家是一个“迟到者”。虽然宜家 进入中国已经14年,但从时间上,宜 家的进入显得不够及时。调查显示, 中国国内市场的建材城已超过数十万 家。仅北京就有40家左右的各种家 居采购市场。家具市场增长最快的是 在2000年前后。宜家已属于晚来 者,所以时间成本与市场教育成本是 宜家在此阶段需要考虑的。
宜家在中国的本土化战略
一、 价格本土化
二、 采购本土化
三、 选址与服务本土化 四、促销本土化
Family
产品
photo
价格
渠道
促销
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原创宜家跨国公司经营管理案例
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原创宜家跨国公司经营管理案例1. 引言宜家是一家瑞典家具零售公司,成立于1943年。
宜家以其独特的商业模式和创新的产品设计而著名,成功地在全球范围内开设了多家门店。
本文将以宜家为案例,探讨其在跨国经营管理方面的成功经验。
2. 跨国扩展战略宜家在跨国扩展中采用了一系列成功的策略。
首先,宜家以其独特的瑞典设计和功能性家具,吸引了广大消费者的注意。
其次,宜家广泛利用了市场营销手段,如广告宣传和促销活动,来增加品牌知名度和吸引更多消费者。
此外,宜家还注重适应当地市场需求,为不同国家和地区开发定制化的产品。
3. 跨国供应链管理宜家在跨国供应链管理上表现出色。
宜家建立了强大的供应链网络,通过与全球各地的供应商建立长期合作关系,确保产品的供应稳定。
此外,宜家积极引入信息技术,提高供应链的透明度和效率。
通过实时监控和数据分析,宜家能够及时了解库存情况,减少库存积压和缺货情况。
4. 跨国团队管理宜家注重跨国团队的管理和协作。
宜家鼓励员工实践开放式沟通和合作,并为员工提供培训和发展机会。
宜家的员工文化强调平等和尊重,无论在哪个国家,每个员工都有平等的机会获得晋升和发展。
此外,宜家通过定期组织团队建设活动和交流会议,促进不同国家和地区团队之间的互动与交流。
5. 跨国市场定位和品牌建设宜家在跨国市场定位方面取得了成功。
宜家通过产品的独特性和高性价比,满足了不同国家和地区不同消费者的需求。
此外,宜家注重在当地社区建立品牌形象,参与慈善和社会公益活动,赢得了当地消费者的好感和支持。
6. 跨国风险管理宜家在跨国经营中也面临各种风险和挑战。
例如,文化差异、法律和政策限制、货币汇率波动等都可能影响到宜家的业务。
为了降低风险,宜家积极与当地政府和合作伙伴合作,了解当地的法律和政策,并制定相应的应对措施。
此外,宜家也利用衍生品工具来管理货币汇率风险。
7. 结论宜家作为一家跨国公司,成功地在全球范围内开展了经营管理。
宜家通过独特的商业模式、市场定位和品牌建设,吸引了广大消费者的喜爱。
案例分析-宜家
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消 费 者
4
3
2
1
宜家公司价值链传递流程
采购供应环节的成本导向
采购供应环节的成本导向
销售宣传环节的成本导向
储藏运输环节的成本导向
采购供应环节的成本导向
原材料采购与使用
对供应商的有效管理
鼓励竞争 价低质优
1.供应商的严格选择 2.与供应商的密切合作 3.与供应商的制约关系
全球采购战略 本地化采购策略 标准间采购策略
全球的竞价系统
研发设计环节的成本导向
储藏运输环节的成本导向
ThemeGallery is a Design Digital Content & Contents mall developed by Guild Design Inc.
Description of the contents
案例分析- 以成本为导向的宜家价值链分析
价值链与战略成本管理
Part01
Part02
Part03
Contents
目录
P
前言
宜家价值链分析
P
总结
P
宜家公司简介 价值链概况
采购供应环节的成本导向 研发设计环节的成本导向 储藏运输环节的成本导向 销售宣传环节的成本理念
前言
宜家公司简介
Description of the contents
Cost saving
储藏环节-Direct Flow EQQ管理,控制订货与仓储成本
运输环节-科学包装与平板理念 方便运输,节省人力
销售宣传环节上的成本理念
பைடு நூலகம்
成本&费用 不断降低.
体验营销 降低服务与人力成本
宜家案例分析
![宜家案例分析](https://img.taocdn.com/s3/m/1d110300e87101f69e319559.png)
Answer1
• 战略目标
不断关注顾客需求,精心设计,实现产品 差异化,低成本向中国范围内的工薪家庭 提供品种齐全的居家产品及配件产品。
Answer2
① ② ③ ④ ⑤
中西文化差异 国内地区文化差异 地区消费能力差异 地区消费习惯差异 中西消费理念差异
谢 谢
宜家公司战略管理分析案例
Question
• 宜家公司在中国的企业远景、使命及 战略目标是什么?
• 宜家在西方国家发展起来的战略,搬 到中国来行得通吗?为什么?
Answer1 • 企业远景
在中国范围内,全方位向所有家庭提供满足客户 需求的,物美价廉的居家产品及配件产品。
• 企业使命
以客户为中心,提供客户”用得到,买得起的居 家产品及配件产品”(区别于其它商场的买得起 的家具),帮助顾客创造美好生活
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World Resources Institute SustainaA program of the World Resources Institute ble Enterprise ProgramIKEA AND THE NATURAL STEPIn September 1995, Jan Kjellman took over as president of IKEA North America, the U.S. and Canadian subsidiary of the Swedish furniture giant. At IKEA’s headquarters outside Philadelphia, Pennsylvania, Kjellman sat at his desk, located in an open, brightly sunlit bay. His assistant, also the service center office manager, sat at a nearby desk a few feet away. Co-workers walked through one side of the bay, heading for the coffee room. On the landing below the president’s office was a pedestal bearing a large gray rock. It was from the rocky and poor land in Älmhult, a small village in the province of Småland, Sweden, where IKEA’s founder was born and where the design and production core of IKEA’s business was still located. For more than a decade, WRI's Sustainable Enterprise Program (SEP)has harnessed the power of business to create profitable solutions toenvironment and developmentchallenges. BELL, a project of SEP, isfocused on working with managersand academics to make companiesmore competitive by approachingsocial and environmental challengesas unmet market needs that providebusiness growth opportunities throughentrepreneurship, innovation, andorganizational change.Permission to reprint this case isavailable at the BELL case store.Additional information on the CaseSeries, BELL, and WRI is available at:. Kjellman pondered the success of his predecessor, Gorän Carstedt, who had moved back to Sweden to take responsibility for worldwide marketing and the European retail stores. Carstedt had turned the subsidiary around since 1991, increasing sales to over $700 million and moving the company to number three inthe U.S. market. Kjellman was developing an agenda to build onthat success.One important piece of that agenda was the company’senvironmental stance in North America. Over the past severalyears IKEA had articulated a strong environmental policy andwas well into its implementation in the parent company. Byincorporating environmental principles provided by The NaturalStep (TNS) organization in Stockholm, IKEA had developed itsown environmental statement, policies for product design,supplier relations, and operations, as well as educationalmaterials for consumers m the retail stores. TNS was aneducational organization that offered a practical guide tocompanies wishing to limit their adverse effects on the naturalenvironment (see Exhibit 1). The three co-workers trained byTNS had returned to North America and trained people in theretail stores, and discussions had begun with certain NorthAmerican suppliers about the company’s environmental valuesand TNS principles.This case was prepared by Joel Reichert under the direction of Andrea Larson, Darden Graduate School ofBusiness Administration, University of Virginia. Support was provided by the World Resources Institute. CopyrightKjellman reflected on the differences between the Scandinavian/European markets and the North American market. Led by Germany, many of the European and Scandinavian nations had been active for several years using public policy and regulation to encourage innovation and competitiveness by firms around environmental issues. While the U.S/Canada markets generally trailed the Scandinavian/European markets in these areas, Kjellman felt sure IKEA’s environmental strategy could become a competitive advantage here as well. Public concern for environmental issues was strong in North America, and local authorities were coming under increasing pressure to protect environmental resources and deal with related public health matters (such as toxic materials, landfill management, or clean water). Recent political shifts in the federal government, to reduce or eliminate environmental controls would not eliminate the issues and could increase the need for private companies to become more active partners with local governments and consumers to solve problems.Kjellman considered the possibilities. Should he encourage the retail stores to do more? The “Trash Is Cash” waste reduction program that had worked well in Gothenberg, Sweden, could be implemented in all stores. Or should the emphasis be on the production side and accelerating the consideration of these issues with North American suppliers? By applying European standards to North America suppliers, IKEA had already caused some innovation, but there was room for improvement.IKEA Origins and HistoryIKEA was an acronym derived from the initials of its founder, Ingvar Kamprad, his farm Elmtaryd, and his county, Agunnaryd, in Småland, South Sweden. Kamprad began his venture in 1943 at the age of 17, by selling fish, magazines, and seeds. Within the next few years, Kamprad developed IKEA into a mail-order business selling a variety of consumer and household products. His product line included home furniture (made by subcontractors), which quickly became the primary focus of his new company.In the post-war years of the late 1940s, younger households began demanding new, inexpensive furniture, as the Swedish tradition of handing down custom-made furniture through the generations was waning. At the same time, Swedish furniture manufacturers artificially inflated prices by using inter-association contracts between retailers and suppliers. The result was an increase in furniture prices 43 percent more than other household goods. Most furniture retailers and manufacturers were creating beautiful, new household items affordable by only the small proportion of relatively well-to-do people. This situation presented what Kamprad saw as both a social problem and a business opportunity. Looking beyond furniture to household products generally, Kamprad resolved to design IKEA products with the majority of the populace in mind. Kamprad’s idea was to offer a wide selection of home furnishings of sound design and function at far lower prices than IKEA’s competition. Low cost and high value would be central to IKEA’s philosophy.To accomplish this goal, IKEA developed many of the product designs, supplier relationships, and customer service practices that have stayed with the company to the present. Relying on manufacturers’ design expertise and production knowledge, Kamprad worked closely with the original group of furniture makers to create products that met his design specifications and yet were easy and low-cost to build. Experimenting with an unprecedented strategy, furniture was packaged disassembled in “flat packs” and shipped to stores. The furniture items were then displayed on the showroom floor along with detailed explanatory tickets, which allowed customers to serve themselves without a salesperson’s assistance. Customers purchased items in the store or through their catalog and picked their items up from the on-site warehouse. The customers then brought the furniture packs home for self-assembly. Both the customer and IKEA won with this arrangement. IKEA realized cost savings from manufacturing, shipping, storage, and marketing, which were passed through to customers in the form of lower prices.This strategy however, was a challenge to the Swedish furniture retailers who tried to shut Kamprad out by excluding him from furniture fairs and pressuring suppliers not to sell to him. Independent manufacturers encouraged him to circumvent the retailers by designing his own furniture, and pledged that they would make his products. The result was that Kamprad and his loyal suppliers worked closely to reduce costs further, consequently challenging the established competitors even more.Kamprad was content to grow the company slowly, allowing it to learn from its mistakes and permitting its catalog and retail stores to evolve and adapt as consumer needs were identified. The first store, located in Almhult, was a factory converted into a showroom. Customers drove long distances to the store to see and touch the furniture. Early on, as a novel cost-cutting measure, showroom salespeople were pulled off the floor to assist with cashier duties, creating smoothly running self-service shopping. This strategy boosted sales and built the new company’s reputation for excellent value. In 1965 a second store was built outside of Stockholm (see Exhibit 7 for timeline). Again Kamprad challenged existing retail patterns and located the store on cheaper land outside the city, a location that was easy to reach by car and had a large parking lot. Realizing customers were limited in what they could buy by what their cars could carry, he offered roof racks at cost allowing IKEA’s patrons to tie more flat packages of furniture to the roof. Information about products was added to the catalog, and product labels were provided for the customer detailing the product’s size, color, material, and source. The Swedish Furniture Research Institute’s quality label was placed on all the furniture. This Mobelfakta tag assured the consumer of high-quality workmanship, function, and durability. By paying attention to consumer needs, the company was able to satisfy needs and creatively reduce expenses, which translated into lower prices.The furniture offerings, called the basic range, were the core of the business, but stores soon began offering other home furnishing items. Kamprad’s vision was that families would come to a complete home furnishings store and have an enjoyable experience. As the number of stores expanded, restaurants were added to enable customers to relax, have a meal, and then continue their shopping. Eventually play areas were added for children, and changing areas were offered for parents with infants. The stores soon took on the bright yellow and blue colors of the Swedish flag. Incrementally, new products were added including glassware, china, cutlery, rugs, wallpaper, lamps, plants, kitchen utensils, fabrics, kitchen and bathroom fittings, and children’s decorative and educational items. Regular surveys of customers were conducted and, with worker input, the products and stores were adapted to meet the buyers’ needs and to make the experience of shopping easier and more fun.Ingvar Kamprad and the IKEA IdeaIKEA was driven by the vision and legacy of its founder, Ingvar Kamprad, who was motivated by practical business concerns combined with social values. Kamprad once wrote,To be on the side of the majority of people is a social ambition on which our business isbased. The IKEA vision is to contribute to a better way of life for the majority of people.We do this by offering a wide range of home furnishings of good design and function, atprices so low that the majority of people can afford to buy them. That is our businessidea. We know that in the future we may make a valuable contribution to thedemocratization process at home and abroad.In 1976 Kamprad committed his philosophy to paper in Testament of a Furniture Dealer(see Exhibit 2). The work became an important tool for disseminating IKEA’s unique culture throughout the organization.This was particularly important at that time because of the firm’s escalating international expansion and resulting distance from Sweden, where maintaining its unique culture had not been difficult. With the help of Kamprad’s book, IKEA trained special “IKEA ambassadors” who then were placed in key positions to act as role models and spread the cultural message directly to co-workers.With its roots in Kamprad’s home region of Småland, historically one of Sweden’s poorest, the company had retained the Småland characteristics of thrift, frugality, inventiveness, and honesty, plus a strong work ethic. In 1995, product development, quality control, and catalog production were still centered in Almhult, and managers and co-workers were strongly encouraged to visit Almhult to gain a deeper understanding of the organization. The company booklet that introduced the firm to newcomers reflected the founder’s outlook and his roots:It’s all about people, about our relationships with each other and the world around us,about thrift and hard work, humility and willpower. Our culture allows no barriersbetween different categories of personnel. We know that all tasks are important, that weneed each other.... The true IKEA spirit is founded on our enthusiasm, on our constantwill to renew, on our cost-consciousness, on our willingness to assume responsibility andto help, on our humility before the task, and on the simplicity of our behavior.Stories of Kamprad’s frugality and work ethic were commonplace and had become part of IKEA’s cultural narrative and legend. He paid extraordinary attention to the details of the business. One executive commented,In a group of 600 items, he will ask about a particular product, know its price, its cost,and its source, and he will expect you to know it, too.... He is constantly bypassing formalstructures to talk directly with front-line managers, particularly the designers and thepurchasing group.During the opening of IKEA’s outlet in Hamburg, Germany, the store manager arrived at work at 6:30 in the morning and found that Kamprad had already been there for over an hour. The hotel where he was staying was modestly priced yet Kamprad asserted to the manager that the price was 5DM too high. Once he spent the entire night driving to local hotels until he found one that he considered reasonably priced. Whenever visiting an outlet, Kamprad made a point of trying to meet and shake hands with every employee and offer a few words of praise and encouragement.The values of the company were also reflected in the feel of its offices. Noticeable immediately was the lack of formality. Casual dress was the norm, and office spaces were open and bright. With the exception of key executive personnel, no titles were used, and the co-workers (which included everyone) addressed each other by their first names. Co-workers were distinguished by their responsibilities, and performance was judged through an evaluation system based on personalized yearly goals and broad guidelines. Initiative and entrepreneurial imagination were strongly encouraged. When a co-worker believed he or she was ready for more responsibility, that person searched for new opportunities and, when a new area of responsibility was found, interviewed and hired their own replacement.IKEA’s motto, “Retail is detail,” was indicative of its management style, which emphasized customer service and attention to detail. Managers and corporate staff were expected to understand all aspects of IKEA’s store operations. To assist in this process and to fight against the hierarchy typical of most firms, once a year the company celebrated Anti-bureaucratic Week, in which executives and managers worked on the sales floors, loaded furniture into customers’ cars, unloaded trucks at the warehouse, and generallygot a feel for the hands-on retail experience.Cost-consciousness was a hallmark of IKEA, as indicated by Kamprad’s writing, “Waste of resources is a mortal sin at IKEA” and “an idea without a price tag is never acceptable.” Expensive solutions were seen as signs of mediocrity. Operations, from design and raw material selection to in-store displays, were all scrutinized to ensure low costs, particularly long-term costs, and the tenet was that there was always more to be done. To be self-congratulatory and rest on one’s laurels ran against the cultural grain. The usual executive perks were completely absent. Executives were expected to travel via the lowest-cost means available and lodge at economical hotels. Everyone ate at the store cafeteria that was open to the public every day.Innovation and creativity were highly prized. Co-workers were expected to perform their responsibilities with a minimum of supervision. Improvement suggestions bubbled up frequently. Solutions that improved IKEA’s operations and image the most were then standardized throughout the organization. Gorän Carstedt, IKEA’s former president for North American operations, wrote:We encourage experimentation. Each co-worker is invited to try new solutions, andpurchasers are encouraged to seize opportunities when suppliers are overstocked. Toincrease speed, we have replaced instructions from headquarters with general guidelineson how to recognize outstanding opportunities. By substituting a general strategicdirection for specific goals, targets and instructions, we give local store managers thepower and freedom to recognize stepping-stones that lead in desired directions.... IKEAis an empowered organization. People are constantly invited to be a part of the innovationprocess.To assist in this localized effort, IKEA abolished internal budgets in 1992. Management felt that the planning system was getting tedious and the time saved was more usefully spent doing other things better. Managers focused primarily on keeping a low fixed-cost/sales ratio.IKEA in the 1990sBy the 1990s IKEA was internationally known as the world’s largest designer and retailer of well-designed, inexpensive, and functional home furniture. The entire product range now included lighting, rugs, textiles, utensils, tools, kitchen and bathroom fixtures, glassware, decorative items, wallpaper, paint, and just about any other item that was found in the typical home. Worldwide the retail stores carried over 20,000 products, of which 12,000 formed a core product set that was sold in all stores. Scandinavian design with clean simple lines dominated, but outside designs were occasionally accepted as needed by specific national consumer tastes. In the 1980s a range of office furniture had been developed and successfully introduced. By the mid-1990s, IKEA operated over 120 retail outlets in 24 countries and distributed over 45million catalogs printed in over 12 different languages. IKEA claimed that its stores were visited by nearly 116 million people a year, a number equal to two percent of the world’s population. In 1994 worldwide sales were $4.8 billion, and the company had experienced a 33 percent average annual growth rate in the prior seven years.1 By 1995, 21 stores had opened in North America. Outside observers estimated eight to 10 percent profit margins, which allowed for expansion without turning to traditional capital markets.Customers set aside blocks of time to shop at IKEA stores. At the front door they were supplied with a 1 IKEA’ s No Frills Management, Crossborder (Winter 1994), pp. 3840.tape measure, pen, notepaper, and a catalogue to aid in selecting products. Products were grouped with each item clearly labeled. Workers were available for questions, but the shopping experience was designed for the customers to choose, order, pick up, and transport their own selections. The focus on costs enabled the customers to buy from IKEA at 25-50 percent savings compared with the competition. IKEA’s management structure was as flat as its packaged furniture. Only four layers separated the CEO from the cashier or warehouse clerk. Essentially, IKEA saw itself as a reverse hierarchy with customers at the top supported directly by the individual stores that served them. The stores were in turn supported by the regional offices. According to Carstedt:Finally, at the bottom—and I mean the bottom—is IKEA’s service center [headquarters].This includes me... A customer-oriented company cannot survive with the traditional top-down leadership structure. Management cannot be on the 27th floor somewhere, farremoved from employees and customers. In general, I think that American and someEuropean managers tend to place too much importance on the boss running the show.Instead, managers should first learn to be servants.This structure allowed IKEA to maintain a steady and controlled rate of growth of 30 percent a year. Because there were no dividends paid or stockholders to satisfy, all of its earnings were plowed back into the business, and IKEA could focus on its goal, as Carstedt put it, “to be the best home decoration company in the world.”SuppliersIKEA manufactured very little of its product range. Since it designed and sold all of its products in-house, its relationships with its suppliers were crucial. IKEA maintained a network of over 2,300 suppliers in over 70 countries that shipped finished product to 14 large regional warehouses. Sales and shipping patterns worldwide and by store were monitored electronically at the operations headquarters in Almhult and in each warehouse to match supply and demand. In some cases suppliers shipped directly to stores but the usual process for key products was for at least two suppliers to provide parts for a particular product. The product was then packaged at a warehouse, and shipped to the stores. Since the pieces of the product were not assembled until the customer put them together, strict quality standards were demanded of the suppliers and, as such, they had to demonstrate that they had an effective quality control system in place. Low cost was ensured through volume purchase agreements and actively purchasing excess capacity from unconventional sources. For example, IKEA contracted with a ski manufacturer to produce tables. Because of such agreements, IKEA carried large amounts of inventory in its warehouses but it rationalized this by pointing to the volume savings that such purchases provided. One executive commented, “it is by ensuring our suppliers’ delivery schedule security and by filling their available manufacturing capacity that we can maintain our unique price levels.” Long-term suppliers also gained access to global markets and received assistance from IKEA Engineering to upgrade production to world quality standards.IKEA established many joint ventures with suppliers in supposedly difficult locations to get cost savings from low-priced sources. Furniture manufacturers in Bulgaria, Poland, Russia, Romania, and Slovakia were provided with financing, new technology, factory design, or other industry know-how. Typically, IKEA provided these suppliers with information, financing, and/or machinery, possibly through a leasing arrangement, and agreed to purchase all their product in return. Through these partnerships IKEA ensured low-cost supply while providing much-needed currency to the suppliers and their employees.In addition, IKEA had recently acquired its own factories for supplying key raw materials, such as fiberboard. IKEA proceeded cautiously because it liked to maintain flexibility with its suppliers to change with the market. Some of these facilities were used to train suppliers and to set standards for production economy, quality, and environmental awareness.IKEA and the EnvironmentIKEA’s formalized environmental program began with a problem. German law stated that the formaldehyde emissions from fiberboard must not exceed the “E- 1 standard,” which was equivalent to .01 parts per million. In the early 1980s, IKEA’s best selling bookcase, called “Billy,” was tested and shown to exceed the standard. Since IKEA’s furniture products used vast amounts of fiberboard, the enormity of the problem was obvious. If the particle board of one product was considered hazardous, then all products using particle board would be similarly hazardous. Adverse publicity required fast action. IKEA’s solution was to work closely with its suppliers of particle board to ensure that the German standard was met. But instead of specifying E-1 particle board for German markets only, the company made sure that the E- 1 standard was followed for every particle board supplier.The logic was straightforward. First, the strategy was the simplest solution to implement. IKEA would not have to worry in the future about the logistics involved with ensuring that no non-E- 1 board found its way into Germany. Second, since the E-1 standard was the strictest in the world, such a solution ensured that IKEA’s raw material would meet any future formaldehyde standard emanating from another country, thus avoiding re-tooling costs and maintaining a competitive edge. This proved to be the correct move when the voters in California passed Proposition 65, which not only tightened formaldehyde emission standards for fiberboard products, but also offered citizens a portion of the litigation award for turning in noncompliant companies. “Environmental bounty hunters” would visit various retail establishments throughout California and ask if their products met the standard. Those stores that did not meet the standard or that did not know one way or the other would immediately be turned in to the state for investigation or prosecution. IKEA’s executives visited the California Attorney General, informed him of their tests and company-wide standard (which exceeded the California standard), and thus avoided all litigation, re-tooling, and logistical costs associated with changing their product line. Last, IKEA knew that emissions of this sort were a real health hazard for its customers. Implementing the world’s strictest emission standard company-wide was consistent with the company value of “making a better everyday life for the majority of people.” Similarly, IKEA imposed the strictest local standard in other areas, such as guidelines for flame retardancy of foam and complete voluntary UL testing of fixtures, to the products sold in all of its retail outlets. This strategy was viewed through a long-term lens: stretching beyond even the strictest regulatory standards ensured IKEA’s competitive advantage worldwide 10 to 15 years out. After the bad experience with formaldehyde, IKEA’s Swedish executives looked to environmental groups for assistance in identifying or addressing issues before they were business problems. However, these groups were better at describing the issues than at offering solutions, with the exception of the Natural Step (TNS). IKEA had established a relationship with The Natural Step before the formaldehyde concerns arose. Now it committed to working with Karl-Henrik Robert, TNS’s founder, to anticipate rather than react to issues (see Exhibit 1). With Robert’s help, IKEA felt that it could be assured that environmental concerns would become an integral part of the IKEA culture.IKEA’s Environmental ProgramAt IKEA we shall always strive to minimize any possible damaging effects to theenvironment which may result as a consequence of our activity. It [the policy] willdemand our collective efforts and will require initiative, creativity, and unorthodoxsolutions.In many ways IKEA’s environmental program could be understood as a natural extension of its corporate culture since elements of resource conservation were present in its fundamental operating procedures. Flat packaging and the chlorine-free paper used in its catalogs and advertising flyers (see Exhibit 5) were just two examples that derived directly from the company’s frugality and mission. IKEA never overstated its environmental achievements for several reasons. According to its managers, environmental friendliness was simply the right thing to do. It was also against the company’s cultural norm of humility to trumpet its achievements. “Once you set yourself as a model, complacency is right around the corner... most is still left to be done,” said Gorän Carstedt. In addition, attention invited scrutiny of areas where the firm knew there was room for improvement. It was too easy for someone to point to an area where IKEA was lacking and dispute its efforts in their entirety. Therefore, instead of announcing its environmental policies to the media, information was provided directly to customers either through the product information tag, store reference books, or direct interaction with the customer by answering questions. The power of the TNS framework was that it was a model based on fundamental scientific principles: matter and energy can be neither created nor destroyed, and closed systems (such as the Earth) tend toward entropy (disorder) over time. Based on these laws, Karl-Henrik Robert developed four System Conditions for sustainability.First, materials from the Earth’s crust (for example, CO2 from fossil fuels), particularly those that are scarce in the biosphere, must not systematically increase in concentration in the ecosphere. Second, human-made, persistent compounds (for example, CFCs), which have no natural flow or concentration, must also not systematically increase in concentration in the ecosphere. The logic behind the first two System Conditions is that the ability of ecosystems to absorb waste has evolved over millennia under relatively steady conditions. Quick, high-concentration disruptions are harmful to ecosystems because they do not allow natural systems time to react.The third condition stated that the natural productivity of the ecosphere must not be reduced over time by human manipulation. Forests, agricultural areas, and fisheries are all renewable resources, with limited capacity to maintain themselves. Use of these resources must be within these limits for the systems to continue to perform their functions.The final condition, a conclusion from the first three, was that to meet the needs of present and future generations resources must be allocated fairly and efficiently.The TNS model both outlined the unsustainable activities in the economy which lead to environmental problems and described the characteristics of a sustainable economy. In presenting the TNS framework, Robert was candid about the fact that changes could not come overnight. Nonetheless, there were business opportunities in both the short and the long term in sustainability. The key was for each new investment, in addition to reducing environmental impacts, to also be designed as a step on which to build continuous improvements down the road. Using the System Conditions, IKEA formulated an environmental policy (Exhibits 3 and 4) and an action plan based on that policy.。