Post-Mid Assignment

Of
Strategic Management 2
(IKEA Case study)

Submitted to:
Prof. Jitendra Sharma

Submitted by:

Arun Choudhary
Ronak Chhajed
Indrajeet Sing Zala

Introduction
IKEA is an internationally known home furnishing retailer. It has grown rapidly since it was
founded in 1943. Today it is the world's largest furniture retailer, recognised for its Scandinavian
style. The majority of IKEA's furniture is flat-pack, ready to be assembled by the consumer. This
allows a reduction in costs and packaging. IKEA carries a range of 9,500 products, including
home furniture and accessories. This wide range is available in all IKEA stores and customers
can order much of the range online through IKEA's website. There are 18 stores in the UK to
date, the first of which opened in Warrington in 1987. In July 2009 IKEA opened a store in
Ireland.

IKEA stores include restaurants and cafs serving typical Swedish food. They also have small
food shops selling Swedish groceries, everything from the famous meatballs to jam. Stores are
located worldwide. In August 2008 the IKEA group had 253 stores in 24 countries, with a further
32 stores owned and run by franchisees. It welcomed a total of 565 million visitors to the stores
during the year and a further 450 million visits were made to the IKEA website. IKEA sales
reached 21.2 billion Euros in 2008 showing an increase of 7%. The biggest sales countries are
Germany, USA, France, UK and Sweden. In 2008 IKEA opened 21 new stores in 11 countries
and expects to open around 20 more in 2009 as part of its strategy for growth.

Low prices are one of the cornerstones of the IKEA concept and help to make customers want to
buy from IKEA. This low price strategy is coupled with a wide range of well designed,
functional products. IKEA's products cater for every lifestyle and life stage of its customers, who
come from all age groups and types of households. This is vital in times when the retail sector is
depressed, as it increases IKEA's potential market.
Since it was founded IKEA has always had concern for people and the environment. The IKEA
vision 'to create a better everyday life for the many people' puts this concern at the heart of the
business. IKEA has responded to the public's rising concern for sustainability in its choice of
product range, suppliers, stores and communication. It has also spotted business potential in
providing sustainable solutions. IKEA's concern for people and the environment encourages it to
make better use of both raw materials and energy. This keeps costs down and helps the company
to reach its green targets and have an overall positive impact on the environment.
This case study will show why IKEA believes a strong environmental stance is good business
practice.

SWOT analysis
IKEA's goals of sustainability and environmental design are central to its business strategy. It has
launched a new sustainability plan to take the company through to 2015. This will combine
social, environmental and economic issues.

IKEA uses SWOT analysis to help it reach its objectives. This is a strategic planning tool. It
helps the business to focus on key issues. SWOT is the first stage of planning and looks at the
Strengths, Weaknesses, Opportunities and Threats involved in a project or business venture.

Strengths and weaknesses are internal aspects. This means that they are within the control of the
business. They may refer to aspects of marketing, finance, manufacturing or organisation.
Opportunities and threats are external factors. This means that they are outside the control of the
business. These may include the environment, the economic situation, social changes or
technological advances, such as the internet.
A business can create opportunities and counter threats by making the most of its strengths and
addressing its weaknesses. For example, one of IKEA's key strengths is its strategic aim to use
no more material than necessary in the production of each item. In addition, it develops its
product plans to increase its use of waste or recycled materials.
One particular table, the NORDEN table, uses knotty birch wood. The knots in this wood usually
mean it is rejected by other retailers and manufacturers as unsuitable for use. However,
IKEA has made the knots part of its design feature.

Strengths
Strengths could include a company's specialist marketing expertise or its location. They are any
aspect of the business that adds value to its product or service. IKEA's strengths include:
A strong global brand which attracts key consumer groups. It promises the same quality and
range worldwide
Its vision 'to create a better everyday life for many people'
A strong concept based on offering a wide range of well designed, functional products at low
prices
A' democratic design' reaching an ideal balance between function, quality, design and price.
IKEA's 'Cost Consciousness' means that low prices are taken into account when each product is
designed from the outset.
These strengths contribute to IKEA being able to attract and retain its customers. One way IKEA
measures its strengths is the use of Key Performance Indicators (KPI). KPIs help IKEA to assess
the progress of its vision and long-term goals by setting targets and monitoring progress towards
these. An example of one of IKEA's KPIs is the percentage of suppliers that are currently IWAY
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approved. The IWAY is the IKEA Way of Purchasing Home Furnishing Products. This guideline
defines the social and environmental requirements IKEA expects of its suppliers.
IKEA has strengths right through its production processes:
Increasing use of renewable materials IKEA improved its overall use from 71% in 2007 to 75%
in 2009.
'Smarter' use of raw materials IKEA increased the use of recycled or reclaimed waste products in
energy production across all stores from 84% in 2007 to 90% in 2009.
Volume commitments IKEA believes in creating long-term partnerships with its suppliers in
order to achieve this. By committing to buying large volumes over a number of years IKEA can
negotiate lower prices. This also benefits the suppliers because they enjoy the greater security of
having guaranteed orders.
Economies of scale for instance, bulk buying at cheaper unit costs.
Sourcing materials close to the supply chain to reduce transport costs.
Delivering products directly from the supplier to IKEA stores. This slashes handling costs,
reduces road miles and lowers the carbon footprint.
Using new technologies for example, IKEA's OGLA chair has been in its range since 1980. The
chair has changed through the years to reduce the amount of raw materials needed.

Opportunities
A business uses its strengths to take advantage of the opportunities that arise. IKEA believes that
its environmentally focused business conduct will result in good returns even in a price sensitive
market. As the company states:
'There is a true business potential for IKEA in providing solutions that enable customers to live a
more sustainable life at home. IKEA is developing effective solutions for customers in order to
support them recycling or reusing used products, aiming at no products ending up at landfill and
the recycled materials used in producing new IKEA products.'
Some of the opportunities that IKEA takes advantage of through its sustainability agenda are:
A growing demand for greener products
A growing demand for low priced products. Trends in the current financial climate may result in
consumers trading down from more expensive stores
Demand for reduced water usage and lower carbon footprints.
IKEA has a number of areas of focus to its work with sustainability, each of which it supports in
various ways:
1. Solutions for a sustainable life at home IKEA gives online tips and ideas for this.
2. Sustainable use of resources. IKEA aims for zero waste to landfill, wastewater treatment
and programmes to reduce its use of water.
3. Reducing carbon footprint. IKEA aims to reduce energy use, use more renewable energy,
cut its use of air transport and reduce packaging. Its green transport initiative includes an
aim to reduce business flights by 20% in 2010 and 60% by 2015.

4. Developing social responsibility. IKEA's policy includes support for charities such as the
World Wildlife Fund, UNICEF and Save the Children.
5. Being open with all its stakeholders. This involves building trust through good
communication with consumers, co-workers, key opinion formers and the press. Being
sustainable is a central part of IKEA's image.

Weaknesses and threats

Weaknesses
IKEA has to acknowledge its weaknesses in order to improve and manage them. This can play a
key role in helping it to set objectives and develop new strategies. IKEA's weaknesses may
include:
The size and scale of its global business. This could make it hard to control standards and quality.
Some countries where IKEA products are made do not implement the legislation to control
working conditions. This could represent a weak link in IKEA's supply chain, affecting consumer
views of IKEA's products. The IWAY code is backed up by training and inspectors visiting
factories to make sure that suppliers meet its requirements.
The need for low cost products. This needs to be balanced against producing good quality. IKEA
also needs to differentiate itself and its products from competitors. IKEA believes there is no
compromise between being able to offer good quality products and low prices.
IKEA needs to keep good communication with its consumers and other stakeholders about its
environmental activities. The scale of the business makes this a difficult task. IKEA produces
publications in print and online (for example 'People and the Environment') and carries out major
TV and radio campaigns to enable the business to communicate with different target audiences.
Threats
If a company is aware of possible external threats, it can plan to counteract them. By generating
new ideas, IKEA can use a particular strength to defend against threats in the market. Threats to
IKEA may stem from:
Social trends such as the slowdown in first time buyers entering the housing market. This is a
core market segment for IKEA products
market forces more competitors entering the low price household and furnishings markets. IKEA
needs to reinforce its unique qualities to compete with these
economic factors the recession slows down consumer spending and disposable income reduces.
IKEA addresses these issues in many ways. It manages weaknesses and threats to create a
positive outcome.
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Social trends:
IKEA is building online help to guide customers to a more sustainable life. Here it can focus on
home improvement in the slowing housing market. It supports customers with tips and ideas on
its website to reduce their impact on the environment. This will also save them money. Staff are
trained on sustainability, both on what IKEA is doing and how they can take responsibility to
become sustainable for themselves.
Market forces:
IKEA is large enough to enjoy economies of scale. This lowers average costs in the long run
through, for example, better use of technology or employing specialized managers. Economies of
scale also give a business a competitive edge,
If cost savings are then passed on to customers in the form of lower prices. This puts up high
barriers to entry for smaller companies entering the market.
Economic factors:
IKEA's low prices create appeal amongst its customers in tough financial times. It is vital to keep
prices as low as possible when the retail sector is depressed. IKEA's pricing strategy targets
consumers with limited financial resources. Its products will also appeal to those with higher
budgets through good quality and design. The company must ensure that it is always recognised
as having the lowest prices on the market in the future. Communication plays an important role
here.

Conclusion
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 market.
IKEA's passion combines design, low prices, economical use of resources, and
responsibility for people and the environment.
The company's products, processes and systems all demonstrate its environmental stance.
For example, clever use of packaging and design means more items can fit into a crate,
which means fewer delivery journeys.
This in turn reduces IKEA's carbon footprint.
IKEA believes that there is no compromise between doing good business and being a
good business. It aims to go beyond profitability and reputation.
IKEA is intent on becoming a leading example in developing a sustainable business. This
will create a better everyday life for its customers.
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IKEA has discovered a business truth being sustainable and responsible is not just good
for customers and the planet; it is also good for business!