Live your life. Love your home. Presented by: Fenella Andrade Mallesh Goudar Nipun Jain Sarah Choudhary Masters in European Studies and Management (MESM) 2010-2012 Manipal Centre for European Studies Manipal University, Karnataka, India
IKEA History• In 1943, IKEA was founded by Ingvar Kamprad• Based in Sweden• Worlds largest furniture retailer• World’s leading home furnishings retailer• IKEA numbers 1,04,000 employees in 267 stores in 45 countries
STRENGTHSBrand Image IKEA ranked 41st among the best global brands around the world in 2006 with a brand value of $8,763 strong internationally known brand attracting key demographic customer groups strong brands enhance customer loyalty and lead to repeat purchases
Cost Efficient Low price no compromise in qualityUnique business model own industrial group, Swedwood, which produces wood-based furniture and wooden components its operations cover every step of production, from forestry, saw milling and board manufacture to furniture efficient productions which enable it to maximize productivity and minimize waste-generation own design group which can makes sure that their products matches the trend of the industry
Good relationship with suppliers Maintained long-term partnerships with its suppliers Ensures that the company has access to high-quality materials at reasonable prices Marketing expertise Market positioning statement is “Your partner in better living. We do our part, you do yours. Together we save money.” Market on its strengths – based on offering a wide range of well designed, functional products at low prices Catalogue- 175 million copies sold in 55 editions and 27 languages (2007) Other promotions include their seasonal sales, internet deals and television advertisements
Flat packing that helps in management Flat packaging, which reduces shipping costs, minimizes transport damage, increases store inventory capacity, and makes it easier for customers to take the furniture home themselves, rather than needing delivery. But the original reason for it was competitive pressure from IKEAs competitors to their suppliers, who actually boycotted IKEA, forcing IKEA to do it themselves. Easy to assemble One stop shopping Friendly atmosphere and store layout One stop shopping
Customer Service• Restaurant in store IKEA exit bistro Swede Shop IKEA Restaurant• Child Care Supervised Playroom Baby Care Room Food Warming Facilities Children’s Meals• Design Advice Office Planning Kitchen Planning Home Furnishing Advice• Store Atmosphere Easily Located Products Browse through showrooms and try out products Delivery Services available or take home products immediately
WEAKNESSIKEA has to acknowledge its weaknesses in order to improveand manage them. This can play a key role in helping it to setobjectives and develop new strategiesNot enough distribution channels. For eg: There are only three retail shops in Hong KongProblem of product recall due to faulty base. For eg: IKEA had recalled Parodi and Apelsin glass casesIKEA is a global company, so product standards are difficult to maintain.Some countries where IKEA products are made do not implement the legislation to control working conditionsSwedish designs not appealing to American customersLimited Furniture Designs - IKEA had limited furniture designs which could obviously not cater to a wide range of customer needs and preferences
OPPORTUNITIESIKEA are moving from International to global status through the development of Asia and Eastern European modelsTargets all levels of the market, upper, middle and lower classesSourcing from China is one opportunity. Sourcing from low cost countries like China would reduce its costs and enable IKEA to concentrate on increasing its market shareBright prospect of online sales
THREATSIf a company is aware of possible external threats,it can plan to counteract them. By generating newideas, IKEA can use a particular strength to defendagainst threats in the market.With economic concerns over rising living costs and depleting disposable income there is an overall threat to the performance of the business in UK and American markets specificallyThe regulatory environments across the globe vary and can affect how IKEA does business and its product costs, especially the use of natural resources
PORTER’s 5 FORCE ANALYSISThreat of Buyers growing bargaining power – There is a little power because of the existing low- price options – IKEA ensure that their customers in all aspects will be satisfied for quality service they provide – Focused their marketing approach on demands and needs of the buyer – IKEA uses their corporate responsibility as a good public image to their customers – IKEA Family -card as a membership
Threat of Suppliers growing bargaining powerIKEA has its thousands of suppliers that set standards in delivering the materials – Because of the low-pricing, IKEA’s profit margin also affects the prices in raw materials than by prices in labour – IKEA has a wide network of 1300 suppliers. They carefully select the manufacturer of its products. The company has own production factories and designers which makes it less dependent on others – Bargaining power of supplier could be threat for the profit of the company
Threat of Substitute Products – There is no specific product that can be a substitute for the furniture but IKEA at least, have to keep up with the latest trends, to avoid becoming out of style – Problems faced due to distribution channels
Threat of Intense Segment Rivalry – The IKEA’s furniture competitors’ offers different styles and functionality • Conrin targets a new low cost in terms of furniture line; Crate & Barrel offers a furniture in a box which is subject in higher prices • Ethan Allen aimed at a more upscale market • Wal-Mart is equipped in a big box furniture that is categorized under the general store must-have-items, but don’t have much of a style – IKEA is the most successful in delivering the complete package for the customers that reflects on weak rivalries – There will always be substitutes for furniture’s but IKEA competes with price and there isnt competitors in same price range
Threat of New Entrants – IKEA stores do not reach many small towns and this is an opportunity for the new competitors to move into small and midsize cities with smaller stores and less selection. But not easier in city because new entrants have to establish a vast supply chain and create a unique brand name – The furniture market is already highly competitive - the risk of new entrants is not extremely high - huge capital needed to start the business
5 c Analysis• Company• Collaborators• Customers• Competitors• Climate/Context
COMPANY• Product Line – Kitchen ware – Dinning – Living room – Bedroom – Hallway – Bathroom & Laundry – Small storage – Cooking
• Market Image – Awards won by the company • Leo Burnett Hong Kong win the Grand Kam Fan for IKEA at the Hong Kong 4As Awards • IKEA (Campaign of the Year) • IKEA (Corporate Branding Campaign of the Year • IKEA (Best Use of Online Media) • IKEA Honoured With Eurobest 2010 Advertiser Of The Year Award • Award by Queensland Government’s Environmental Protection Agency for IKEA’s Environmental initiatives (2007) • IKEA was named one of the 100 Best Companies for Working Mothers in 2004 and 2005 by Working Mothers magazine • ranked 96 in Fortunes 100 Best Companies to Work For in 2006 and in October 2008 • IKEA Canada LP was named one of "Canadas Top 100 Employers" by Mediacorp Canada Inc
• Culture – Diversity and creativity – Family like Quality – Cost Conscious – Openness – Equality – Competitiveness – Eco Friendly – Social Initiative (main partners to IKEA Social Initiative are UNICEF and Save the Children)
• Goals of the Company – Implementing strategies in the organization – Customer transportation and carbon footprint – Working with suppliers on compliance – Communicating sustainability accomplishments – Integrating sustainability into core business – Forestation and use of wood
COLLABORATORS• Distributors – They have 28 distribution centres in 16 countries that supply to IKEA stores. – They have over 300000 distributors all around the world
• Suppliers – They possess the bargaining power – IKEA prefers procuring their materials from low cost countries like China to reduce their overall cost
• Alliances – Rainforest Alliance The IKEA Group supports the Rainforest Alliance to promote Forest Stewardship Council (FSC) forest management certification in China by educating foresters and stakeholders on the principles of FSC certification. The project provides key experts with the training, tools and materials to conduct Rainforest Alliance workshops in order to increase the level of sustainable forestry awareness in China.
CUSTOMERS• Market size – First stores were opened in Norway and Denmark – Germany - IKEAs biggest market ( 45 stores) – United States (37 stores) – France ( 28 stores) – Presently IKEA has 316 stores in 45 countries• Top 5 sales countries Germany 19 % USA 11 % United Kingdom 11 % France 9 % Sweden 8 %
• Benefits and Cost – Gain from good quality at low cost – Stylish and varied designs – Friendly atmosphere – One stop shopping
COMPETITORS• Products – All home solutions – Kitchens, bathrooms, sofas, chairs, beds and textiles, rugs, floors, lamps, plants, and everything in between – Displayed to show design possibilities with IKEA products – Assembled by the customer
• Intratype Competition • Intertype Competition – Crate and Barrel – Home Improvement – Pier 1 Stores – Pottery Barn • Home Depot – Furniture retailers • Jerry’s utilizing similar store – Department Store’s layouts • Meier & Frank • M.Jacobs • Macy’s • Ashley’s Home – Discount Retailers Furnishings • Wal-Mart • Ethan Allen • Fred Meyers
• Market share – Despite the challenging economic situation in the world, fiscal year 2009 was a good year for the IKEA Group. The Group opened 15 new IKEA stores and entered its 25th market, with the new IKEA store in Dublin, Ireland. Sales increased to 21.5 billion Euro, which is an increase of 1.4 per cent compared to last year. – The IKEA Group operates 267 IKEA stores in 25 countries. In addition there are 34 IKEA stores, that are owned and run by franchisees outside the IKEA Group, in 16 countries/territories – “It has been a challenging year in which we have had to adapt to changed market conditions,” says Kerri Molinaro, President, IKEA Canada. “We know that many of our customers have less money to spend and our low price concept is therefore more relevant than ever. Our customers have recognized that in tough times IKEA has the better home furnishing offer.”
Presented By : Fenella Andrade Mallesh Gowdar Nipun Jain Sarah ChoudharyLive your life, love your home.
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