Essay: THE IKEA WAY

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  • Subject area(s): Business essays
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  • Published on: December 12, 2015
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  • THE IKEA WAY
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Ready’set’ run! The entryways have quite recently opened at an IKEA furniture store in east Beijing. Indeed, even on a weekday morning, this store is pressed. In only a couple of minutes, clients spread out over each edge of the four-story Building. It’s reasonable that most know the store well.”
This is a store of the people,” smiles Tana, a 53-year-old university professor clutching a desk lamp in IKEA’s lighting section. “They have all the things ordinary people use. Every time I come here, I stay for the whole day and have lunch here.”
In China, IKEA isn’t only a home outfitting warehouse – a spot to purchase what you need and leave. Numerous here treat it like a furniture-filled amusement stop, a spot to invest hours taking each item for a twist.” It takes me five or six hours to drive here and I’ll stay for at least eight hours,” clarifies Mr. Han, a young fellow who drove here from Handan, a city in neighboring Hebei area.
Yet, the trek is justified, despite all the trouble, he says. “I like how they give us the real experience of using their products.”
Introduction
IKEA is a multinational group of organizations that designs and offers ready-to assemble furniture, for example, desks, beds, chairs, home accessories and small vehicles. As of January 2008, it is the world’s biggest furniture retailer .Established in Sweden in 1943 by then-17-year-old Ingvar Kamprad. The organization’s name is an acronym that comprises of the initials of Ingvar Kamprad, Elmtaryd (ranch where he grew up), and Agunnaryd (his native land in Sm��land, south Sweden). As of June 2015, IKEA possesses and works 353 stores in 46 nations. In financial year 2010, US $23.1 billion value of products were sold, an aggregate that spoke to a 7.7 percent expansion more than 2009. The IKEA website contains around 12,000 items and is the nearest representation of the whole IKEA range. More than 470 million guests to IKEA’s sites in the year from September 2007 to September 2008. The Company is in charge of give or take 1% of worlds commercial wood utilization, making it one of the biggest clients of wood in the retail area.
Exhibit 1:415,000-sq. ft. IKEA store in Centennial, Colorado
Exhibit 2: IKEA Showroom (front end)
10 Keys to IKEA’s Low Prices
Exactly how does IKEA figure out how to offer such reliably low costs? Numerous individuals surmise that this is on the grounds that the furniture is made inexpensively, which isn’t precisely true. It involves various techniques it uses such as :
1. Recycling
The Recovery Department (of which, the AS-IS room is part) is in charge of sorting and reusing every single recyclable material, this including the packaging which is broken down in-store, materials gathered from customers at recycling donation bins .
2. AS-IS
Items which are unsuitable for sale at the full retail value (damaged items etc..) are set available for sale in AS-IS, this produces incomes that in anyway may have been discarded. The Recovery office likewise recovers parts from damaged products, thus making extras accessible to clients who are in need of it.
3. Waste Reduction
IKEA’s engineers and designers try to decrease the measure of material utilized and discarded during production. Numerous waste items are then used to make new items, further lessening general expenses both to the wallet and in addition to nature.
4. Thriftiness
Parsimony is a value highly prized by IKEA’s founder Ingvar Kamprad. In spite of being one of the world’s wealthiest men, when on he prefers on flying economy as do IKEA’s top-level employees. Stores urge workers to turn out lights in workplaces, turn off PCs and lessen general vitality utilization by utilizing reduced bright lights.
5. In-house design
Almost all of IKEA’s products are designed by their in house designers within a target rice point. This also means that no hefty design commissions is to be paid.
7. Economies of Scale
IKEA uses the concept of economies of scale.This not only secures long-term contracts with their manufacturers but through bulk buying, also reduces the raw matrial. Due to their sheer size, they can request lower costs for materials which suppliers can bear regarded they have a steady income.
6.Automatic-selling
Exhibit 3: IKEA Warehouse (Back end)
In Addition to the showrooms showcasing IKEA furniture in real life living arrangements, the warehouse stores of IKEA are designed in such ways that maximize client independence minimize dependence on assistance staff. Cost saving is derived from lessened wages, training expenses, support and store’s equipping expenses related to the warehouse and marketplace areas
8.Transportation
All transportation of IKEA items is via cargo container ‘ for overseas order is uses cargo carriers and tractor-trailer instead of costly air transport in case of ground transport. Transportation expenses are additionally reduced by cautiously locating distribution centers in order to optimize the travel efficiency .
9. Strategic Placement
IKEA Stores are deliberately set in high-density territories to ensure store activity and along expressway/interstate courses to expand visibility. Expansion arrangements consider the vicinity to a parkway, as well as the distance from a distribution warehouse – this minimizes the costs connected with stocking in the distribution centers.
10. Minimal packaging
The simple brown cardboard packaging material holds many advantages – it’s cheap, easy to recycle and can be made to fit around almost any product. Use of bar codes to scan goods without opening the box. Printing pictorial instructions also saves of translating written instructions into different native languages or different regions.
IKEA in China
It’s been more than a decade to the first arrival of IKEA in the Chinese market, to abide with the local laws, it formed a joint venture. The venture proved to be a good stand in understanding the local needs, assessing the market and then accordingly adapting its strategies. Its first store was opened in Beijing in 1998. Presently, IKEA stores are spread out in 8 major Chinese cities on their Central Business District (CBD) which includes, Chengdu, Nanjing, Beijing, Shenzhen Guangzhou, Dalian, Shanghai and Shenyang. Though, the company faced some distinctive problems. Their low-price strategy shaped confusion amongst the ambitious Chinese consumers while the local competitors imitated its designs. Principally, IKEA applied its global strategy for its service strategy, pricing, promotion and product in China. Although, the strategies proved to be unsuitable for the Chinese market due to the cultural paradigm and low purchasing power of the majority of consumers in China,
IKEA had to revamp its marketing strategy as well as its pricing strategy. In many markets, the product catalogue was their major marketing tool. In China, the product catalogue became a means for the local competitors to copy their items and sell it with a lower price .Since the Chinese laws were no stringent enough to prevent such malpractices ,IKEA chose not to respond, Rather, the company turner towards the Chinese micro blogging and social networking website Weibo to focus on the urban youth.
IKEA likewise revamped its location strategy. Since, most of the customers in Europe and the US use personal vehicles as The IKEA stores are setup in suburbs, therein case of China where most customers use public transport, the company decided to set up its outlet in city outskirts well connected through metro and rail services .IKEA has always been a eco-friendly organization .It has constantly focused on increasing the use renewable energy sources in its stores, demanding suppliers for green products and charging for plastic bags from the customers to discourage the use of plastic. This proved hard to execute in China. Price concerned Chinese buyers neither liked the idea of paying additional money for plastic bags nor they did not prefer bringing their own shopping bags. Moreover, a larger part of suppliers in China did not have the fundamental technology to offer green products that met IKEA’s model. For IKEA, helping them to adopt new technologies and methods would have meant higher cost which would ultimately damage the business. So, IKEA chose to stay with low costs to stay in business.
Advertising and promotion by IKEA in China
Catalogue vs. Brochure:
One of the vast contrasts in the matter of communication with the Chinese buyers in comparison with other markets of the world is the dependence on the Catalogue. Here it is unimaginable with respect to cost and reach.. Though the catalogue is still distributed in the stores along with some of the key market regions, but the dependence is more on Brochures that are distributed often amid the year.
In authenticate the brochures with the same IKEA ‘Feel’ and layout, they are produced by the same producers of the catalogue in ��lmhult, Sweden.
PR Activities
PR exercises are likewise vital includes taking Chinese columnists and journalists to Sweden and ��lmhult, showing them about Sweden and IKEA and the bases of the organization
Out Of Box Approach
IKEA is known for its ‘out of box’ approach regarding creating enthusiasm for IKEA and its items. IKEA began a TV-show where viewers were offered lessons in home improvement. IKEA has run a wide range of promotions in China, in TV, daily papers and in print. The campaign themes are the same as in the other markets but with the Chinese twist (be diverse, challenge the traditional). Possibly the IKEA advertising line in China is somewhat “gentler” than in different spots like UK .One typical example is the ad featured above in Exhibit 4.
The message of the promotion is ‘Small changes, a refreshing new life’. Life can be improved, made simpler and more pleasant with little means. ‘Small changes’ are the essential words in IKEA stores and promotions.
Internet
Since IKEA’s target population is the younger middle class which is tech savvy .Internet is a major source of educating them about the company and their products. This is done with the help of company websites.
IKEA Family
IKEA Family was presented in China in 2007 with the function to draw in Chinese customers. It is a loyalty program intended for people who love their homes, and like shopping at IKEA It It offers special offers Product discounts etc to its members
Room Setting
While the items accessible in the Chinese stores are essentially the same as in any IKEA store on the planet, the stores don’t have a striking resemblance inside. What IKEA tries to do is to construct the room settings not care for in the US, not care for in the UK or Sweden but rather in a manner that feels pertinent to Chinese clients with sizes of rooms and kitchens that are practical by China standards .So even with the same items, the point is to make that the store in Shanghai look altogether different from the one in Malm�� by the set-up of rooms. Thus: fundamentally the same product range ‘ however adjustment in the store: presentation of merchandise and home arrangements advertised. In China the store formats mirror the design of numerous Chinese apartments. In their Shanghai store, one can see people taking naps on the sofas and beds, reading books on tables. But, IKEA attempts to endure this as they trust that these customers will later return as client
IKEA Home Delivery
IKEA offers a hone delivery service for short as well as long distance for a minimal fee.Moreover.they have started delivery driver service where an employee assembles the furniture .
Pricing Strategy
The pricing strategy was molded keeping in mind the following criteria:
1. Fixing prices as subjected to the market regulation
2. Fixing prices within the range director by the government .
3.Fixing prices of new products subjected subject to guided prices, with an exception of special trial products .
IKEA’s target customer base includes the low and middle class families for which it always tries to minimise the cost between the manufacturer and the customer .As indicated by what the IKEA China manager Ian Duffy said ” IKEA will still remain the low price strategy to make the products more affordable for more customers”. The IKEA’s item cost did diminished by around 12 percent in 2002 in China, which pulled in more clients to pick it. In present days, IKEA has started a new strategy called “The Lowest Price in Beijing”. In this strategy, the cost will be 20% less expensive than other home furniture stores. The Chinese are well known for their hesitance to spend their cash. Because of this reason, IKEA adopted this strategy when entering the Chinese business while other western retailers constantly set 20% to 30% higher cost than nearby markets in China.
IKEA’s low price strategy in China’s business sector does make an incredible impact on pulling in customers and helps it grows piece of the pie effectively. It additionally helps the brand be differential from its rivals.
Scope in India
In the summer of 2015, the Indian government had changed sourcing standards for FDI surpassing 51 percent in single-brand retail and revised the past condition to source 30 percent of supplies “mandatorily from micro small and medium enterprise (MSMEs) in India’, by expressing that sourcing ought to be done “preferably from MSMEs”
Responding to the goverment’s order to unwind FDI standards in retail division, IKEA now wants to open stores in India. In June IKEA proposed to contribute 600 million euro (Rs 4,200 crore) in opening 10 stores in the first stage. The staying 900 million euros (Rs 6,300 crore) was to be utilized to open 15 more stores. As IKEA plans to enter India, its China encounters will prove to be useful. It realized that global brands in the developing markets may not imitate may be unable to repeat their ‘low cost strategy’ success due to presence of local manufacturers with low cost structure .The developing economies are not prepared for environment friendly practices, especially when the outcome is increase in the cost. IKEA wished to be known as a ‘low- price provider’ of durable furniture, while Chinese consumers took a gander at IKEA as an ambitious brand. Simliarly, It is likely that Indian buyers will likewise take a gander at IKEA in a comparative manner.
One noteworthy issue for IKEA was that its costs, considered low in Europe and the US, were higher than the normal in China and India
IKEA, well known for its’ ‘flat pack furniture’ which purchasers need to build themselves, understood that grasping of the native culture is critical ‘ Chinese people loathe the ‘do-it-yourself’ idea and Indians likely do as such more significantly. IKEA may confront some India-particular difficulties, for example, shifting laws in distinctive states ruled by diverse political parties. This could bring about some challenge to the operations, logistics and distribution of the company.
Indian customer inclinations and financial environment are like the Chinese market. IKEA will probably have any expectations of drawing in India’s urban white collar class purchasers who are enthusiastic about brightening their homes with chic global brands.
Swedish furniture titan IKEA’s stores will be open for business inside of three years once its approbations are set up. While it anticipates opening 10 stores over a 10-year skyline and around 25 over a more drawn out time span, it is as of now scouting for area in the edges of metros, including Bangalore, Mumbai, Delhi and Chennai. Will the furniture goliath have the capacity to rehash its China example of overcoming adversity or succumb to the inconspicuous difficulties?

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