Case Study Ikea and Acme
TABLE OF CONTENT
INTRODUCTION……………………………………………………………………...….2
BACKGROUND …………………………………………………………………………...3
FIFTEEN OPERATIONAL DIFFERENCES…………………………………………....8
POLAR DIAGRAM ANALSIS……………………………………………………………16
FOUR V’s………………………………………………………………………………...…19
BIBILOGRAPHY AND REFERENCES…………………………………………………23
INTRODUCTION
In this case study I am discussing how the functions of the operation are carried out in IKEA and ACME. It was interesting to know how the two extremely different company’s one a very large firm with big brand name I.e. IKEA and another one ACME very old historic British company caring the values and culture till date. I have also explain how IKEA and ACME carry out their supply chain what are the major differences operation wise within the company. It was very interesting to do the case study and it points out how the operation differences in the company actually is and how both the companies operationally are different from each other. I am also thankful to Prof Adrian G for his continuous support and guidance which was a great help in this case study.
Background of IKEA and ACME
IKEA
Background in brief
IKEA is a franchise-based chain of household furnishings' stores, first opened in Sweden. The owner and franchiser of the IKEA system is based in the Netherlands, and there are stores in 25 countries
The IKEA Group has 154 stores in 25 countries (as of August 2002). Last year 286 million people visited the IKEA Group’s stores around the world. The IKEA catalogue was printed in 118 million copies in 45 editions (23 languages). The IKEA Group is the largest franchisee of Inter IKEA Systems B.V. which owns the IKEA Concept. IKEA has since expanded to worldwide sales of more than $3 billion from 119 outlets in 24 countries (see Table 1). In fact, the second store that IKEA built was in Oslo, Norway. Today, IKEA operates large warehouse showrooms in Sweden, Norway, Denmark, Holland, France, Belgium,
INTRODUCTION……………………………………………………………………...….2
BACKGROUND …………………………………………………………………………...3
FIFTEEN OPERATIONAL DIFFERENCES…………………………………………....8
POLAR DIAGRAM ANALSIS……………………………………………………………16
FOUR V’s………………………………………………………………………………...…19
BIBILOGRAPHY AND REFERENCES…………………………………………………23
INTRODUCTION
In this case study I am discussing how the functions of the operation are carried out in IKEA and ACME. It was interesting to know how the two extremely different company’s one a very large firm with big brand name I.e. IKEA and another one ACME very old historic British company caring the values and culture till date. I have also explain how IKEA and ACME carry out their supply chain what are the major differences operation wise within the company. It was very interesting to do the case study and it points out how the operation differences in the company actually is and how both the companies operationally are different from each other. I am also thankful to Prof Adrian G for his continuous support and guidance which was a great help in this case study.
Background of IKEA and ACME
IKEA
Background in brief
IKEA is a franchise-based chain of household furnishings' stores, first opened in Sweden. The owner and franchiser of the IKEA system is based in the Netherlands, and there are stores in 25 countries
The IKEA Group has 154 stores in 25 countries (as of August 2002). Last year 286 million people visited the IKEA Group’s stores around the world. The IKEA catalogue was printed in 118 million copies in 45 editions (23 languages). The IKEA Group is the largest franchisee of Inter IKEA Systems B.V. which owns the IKEA Concept. IKEA has since expanded to worldwide sales of more than $3 billion from 119 outlets in 24 countries (see Table 1). In fact, the second store that IKEA built was in Oslo, Norway. Today, IKEA operates large warehouse showrooms in Sweden, Norway, Denmark, Holland, France, Belgium,
References: JOURNALS Michael Bourne, John Mills, Norman Faull, 2009, Emerald International Journal of Operations & Production Management, Issue 9, pp 944-946, viewed 24 April 2010, http://www.emeraldinsight.com/ M. Rungtusanatham, F. Salvador, C. Forza, T.Y. Choi, 2009, Supply-chain linkages an operational performance: A resource-based-view perspective, Issue 9, pp 1084-1099 Shannon W