Faculty of Business‚ Economics & Accounting Department of Business Studies HELP Bachelor of Business Year 1 (HONS) – HUBBU CASE STUDIES Semester 1‚ 2011 Subject: MGT 101 Principles of Management Subject Lecturer/ Tutor(s): Puan Norzan Abdullah ANALYZING A CASE STUDY STAGE 1: QUICKLY GO THROUGH THE GENERAL SCENARIO PRESENTED TO GAIN A GENERAL UNDERSTANDING OF THE SITUATION. Underline/highlight information which may indicate problems exist STAGE 2: EXAMINE THE QUESTIONS CAREFULLY Read the
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management 05/21/2012 IKEA Supply Chain Analysis Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Yanjing Ge Youyou Zhang Yi Xie Pengfei Zhao College of Business and Public Management Catalogue Abstract ...3 Introduction.3-4 IKEA Supply Chain Strategy..4-6 Supply Chain Management of IKEA..6-9 3.1. Supplier Management..6-7 3.2. Store Design.7-8 3.3. Warehouse Management..8-9 4. IKEA Supply Chain9-13 4.1. IKEA Supply Chain System.9-11
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Crosby (1980). Quality is Free‚ Mentor‚ London. Dale‚ G.D. (1999). Managing Quality‚ 3rd Edition‚ Blackwell Business. Hofstede‚ G. (1984). Culture´s Consequences: International Differences in WorkRelated Values‚ Beverly Hills‚ US. IWAY (2000). Internal IKEA document. Juran‚ J. A. M. (1988). Quality Control Handbook. McGraw-Hill‚ New York. Mintzberg‚ H. (1983). Structures in five - Designing Effective Organisations‚ PrenticeHall. Mintzberg et al. (1998). Strategy Safari. Prentice Hall. Neergaard‚ P. (1998)
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Journal of Business Research 58 (2005) 1251 – 1260 Information technology at IKEA: an ‘‘open sesame’’ solution or just another type of facility? Enrico Baraldia‚*‚ Alexandra Waluszewskib‚1 a Department of Business Studies‚ Uppsala University‚ Box 513‚ SE-751 20 Uppsala‚ Sweden Department of Business Studies‚ Uppsala University‚ Box 513‚ SE-751 20 Uppsala‚ Sweden b Received 15 March 2002; received in revised form 4 January 2003; accepted 15 May 2003 Abstract Information technology
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1. What are the strategic capabilities of IKEA? From the VIRO table (appendix 1) IKEA’s strategic capabilities are grouped into the following categories - Brand/quality reputation Financial strength Production capacity. Brand/Quality reputation IKEA operates (in 2002) 154 stores in 22 countries and serviced 286 million customers. With a 14% share of the market (in America)‚ there is huge opportunity for growth via a continued marketing campaign to leverage off its brand‚ differentiating
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STRATEGIC ANALYSIS OF IKEA POLITICAL-Foreign investment restrictions-Companies as charity for tax avoidance-VAT increase to 20%-Globalization has eased import rules.-Government regulation climate change act 2008) | Ref13119 | ECONOMICAL-Economic crisis in North America.-Rising raw material and transport cost in 2009-Low spending power due to recession.-Recession in Russia-High import tax in japan | Ref2‚34677 | SOCIAL-Requirements on wood supplier-Brand image-Does not accept child labour-Women
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design...Objects are meaningful only together with their settings‚ whether physical‚ cultural‚ narrative‚ material‚ or technological.” Brief = “Make a table out of a table that had something to say about tables” Material = All students worked with the Ikea Bjorkudden solid Birch dinning table. Length 119cm‚ Width 74cm‚ Height 74cm The most interesting designs.... Cast Table Table by Lina Patsiou Exhibition layout..... Platform 16 had the most simple layout of all the projects which suited the
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IKEA is a well-known global brand with hundreds of stores across the world. In order to improve performance‚ it must assess its external and competitive environment. This will reveal the key opportunities it can take advantage of and the threats it must deal with. IKEA responds to both internal and external issues in a proactive and dynamic manner by using its strengths and reducing its weaknesses. Through this‚ IKEA is able to generate the strong growth it needs to retain a strong identity in the
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IKEA 1. A firm advantage of IKEA is they have a dedicated supplier network so they are able to offer quality furniture at low prices. IKEA reaps huge economies of scale from the size of its stores and the big production runs necessary to stock them since the same furniture is sold all over the world. Since IKEA saves‚ they are able to match their rivals on quality and still manage to undercut their furniture by 30 percent. A country advantage is they have more than 2‚300 suppliers in 67 countries
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integration? If so‚ how? Reading: - Article: The value of the parent company. Campbell‚ Goold & Alexander (1995). California Management Review‚ 79-97. SESSION 15: Internationalization Case: Ingvar Kamprad and IKEA (HBS 9-390-132) - What are the main competitive advantages of IKEA? - How transferable are they to its international stores? - What can be the
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