CHAPTER6
Design Thinking and Innovation
W
hat is design thinking? How can it be used to create significant innovation? Are there steps that can be followed to implement design thinking on an individual or company basis? Are there good examples of the successful use of design thinking in an organization?
Scenario: IKEA
Ingvar Kamprad was born in southern Sweden on March 30, 1926, and was raised on a farm called Elmtaryd near the small village of Agunnaryd. Even as a young boy, Kamprad had an entrepreneurial spirit. At the age of 5, he discovered a good profit could be made by buying matches cheaply in bulk in Stockholm and then individually reselling the matches to his neighbors in the country. He started by selling matches to his closest neighbors, but by the time he was 7, Kamprad put his growing match business on wheels, using his bicycle to sell matches to customers farther and farther from Elmtaryd. Gradually, Kamprad expanded his business offerings from selling only matches to also selling flower seeds, greeting cards, holiday decorations, pencils, and ballpoint pens.
In 1943, when Ingvar Kamprad completed school at the age of 17, his father gave him some money as a reward for doing well. Kamprad, the eternal entrepreneur, used this money to establish IKEA. The name IKEA was formed from his initials (I and K) and the first letters of Elmtaryd and Agunnaryd, the farm and village where he grew up. Initially, IKEA focused on the products Kamprad was already selling, but gradually the company expanded the product offerings to include wallets, watches, and jewelry. Within 2 short years, IKEA grew to such an extent that Kamprad could no longer make individual sales calls, and he launched a mail order service to continue meeting the growing customer demands for his products.
In 1948—just 5 years after starting IKEA—Kamprad introduced his first line of furniture using local manufacturers in the forests close to his home to supply the finished goods. The furniture line was a huge success, and Kamprad believed IKEA could become a large-scale furniture provider. In 1951, Kamprad decided to discontinue all other product lines in order to focus the company’s attention solely on producing furniture. He launched the IKEA catalog strategy, which today remains one of IKEA’s major advertising strategies. However, around this same time, IKEA became embroiled in a pricing war with its main competitor. As the two companies continued lowering prices, Kamprad became concerned about the quality of the furniture and the image customers would have of their quality. To address these concerns, in 1953 IKEA opened its initial furniture showroom to demonstrate the function and quality of IKEA’s low-priced products. Located in Älmhult, Sweden, this first showroom was well received by customers because, for the first time, they could see the products in real life before purchasing them. The showroom concept worked, and it became a competitive differentiator with custom ...
MinicaseInnovation at IKEARedecorating and renovating have becIlonaThornburg83
Minicase
Innovation at IKEA
Redecorating and renovating have become a popular international pastime. In a world facing persistent terrorist alerts and lagging economies, more and more people are opting to stay home and make their homes safe havens. This phenomenon has contributed tremendously to the success of IKEA, the Swedish home furniture giant. In monetary terms alone, that success is measured by sales for the fiscal year ending in 2016 totaling 28.5 billion euros—that’s a lot of furniture!
Much of IKEA’s success can be attributed to its founder, Ingvar Kamprad. Kamprad used graduation money to start IKEA in the small Swedish village where he was born. He started off selling belt buckles, pens, and watches—whatever residents in the small local village of Agunnaryd needed. Eventually Kamprad moved on to selling furniture. One day in 1952, while struggling to fit a large table in a small car, one of Kamprad’s employees came up with the idea that changed the furniture industry forever—he decided to remove the legs. IKEA’s flat-pack and self-assembly methodology was born, and it rocketed the company past the competition. “After that [table] followed a whole series of other self-assembled furniture, and by 1956 the concept was more or less systematized,” writes Kamprad.
Kamprad resigned from his role at IKEA in 2013, and for the seventy years he served at IKEA he was dedicated to maintaining the corporate culture he helped define since the company’s founding in 1943. Despite fabulous wealth he continues to be a simple and frugal man—his idea of a luxury vacation is riding his bike. He is fiercely cost conscious and, even though his personal wealth has been estimated in the billions, he refuses to fly first class. He values human interaction above all, and, even though retired, he still visits IKEA stores regularly to keep tabs on what is going on where the business really happens.
The culture at IKEA is a culture closely connected with Kamprad’s simple Swedish farm roots. It is a culture that strives “to create a better everyday for the many people.” IKEA supports this culture by
· Hiring co-workers (IKEA prefers the word co-workers to employees) who are supportive and work well in teams
· Expecting co-workers to look for innovative, better ways of doing things in every aspect of their work
· Respecting co-workers and their views
· Establishing mutual objectives and working tirelessly to realize them
· Making cost consciousness part of everything they do from improving processes for production to purchasing wisely to traveling cost-effectively
· Avoiding complicated solutions—simplicity is a strong part of the IKEA culture
· Leading by example, so IKEA leaders are expected to pitch in when needed and to create a good working environment
· Believing that a diverse workforce strengthens the company overall
542
What is it like to work at IKEA? Here’s how some IKEA employees describe the experience:
· “It’s about moving; we don’t need to run fast ...
IKEA’s Global Sourcing Challenge Indian Rugs and Child LaboLizbethQuinonez813
IKEA’s Global Sourcing Challenge:
Indian Rugs and Child Labor (A)
In May 1995, Marianne Barner faced a tough decision. After just two years with IKEA, the world’s
largest furniture retailer, and less than a year into her job as business area manager for carpets, she
was faced with the decision of cutting off one of the company’s major suppliers of Indian rugs. While
such a move would disrupt supply and affect sales, she found the reasons to do so quite compelling.
A German TV station had just broadcast an investigative report naming the supplier as one that used
child labor in the production of rugs made for IKEA. What frustrated Barner was that, like all other
IKEA suppliers, this large, well-regarded company had recently signed an addendum to its supply
contract explicitly forbidding the use of child labor on pain of termination.
Even more difficult than this short-term decision was the long-term action Barner knew IKEA
must take on this issue. On one hand, she was being urged to sign up to an industry-wide response
to growing concerns about the use of child labor in the Indian carpet industry. A recently formed
partnership of manufacturers, importers, retailers, and Indian nongovernmental organizations
(NGOs) was proposing to issue and monitor the use of “Rugmark,” a label to be put on carpets
certifying that they were made without child labor. Simultaneously, Barner had been conversing
with people at the Swedish Save the Children organization who were urging IKEA to ensure that its
response to the situation was “in the best interest of the child”—whatever that might imply. Finally,
there were some who wondered if IKEA should not just leave this hornet’s nest. Indian rugs
accounted for a tiny part of IKEA’s turnover, and to these observers, the time, cost, and reputation
risk posed by continuing this product line seemed not worth the profit potential.
The Birth and Maturing of a Global Company1
To understand IKEA’s operations, one had to understand the philosophy and beliefs of its 70-
year-old founder, Ingvar Kamprad. Despite stepping down as CEO in 1986, almost a decade later,
Kamprad retained the title of honorary chairman and was still very involved in the company’s
activities. Yet perhaps even more powerful than his ongoing presence were his strongly held values
and beliefs, which long ago had been deeply embedded in IKEA’s culture.
Kamprad was 17 years old when he started the mail-order company he called IKEA, a name that
combined his initials with those of his family farm, Elmtaryd, and parish, Agunnaryd, located in the
2
forests of southern Sweden. Working out of the family kitchen, he sold goods such as fountain pens,
cigarette lighters, and binders he purchased from low-priced sources and then advertised in a
newsletter to local shopkeepers. When Kamprad matched his competitors by adding furniture to his
newsletter in 1948, the immediate success of the new line led him to give up th ...
IKEA CASE STUDY SUMMARY QUESTIONS 1. How have IKEA’s.docxwilcockiris
IKEA CASE STUDY SUMMARY QUESTIONS
1. How have IKEA’s efforts to provide an environment of continued learning
positioned them to remain viable, given the trends of cost containment and speed
in market change described in our textbook?
2. How might IKEA’s “Partners for Growth” mentoring program provide them with an
effective knowledge management tool.
3. What are your feelings about IKEA’s “I Want Your Job” program? Is this
something that you would endorse as an HR practitioner? Why or why not?
4. Given what you know about the retail industry, what other ideas do you have
regarding strategic employee development at IKEA?
D
o
N
ot
C
op
y
ICMR Case Collection
ICFAI Center for Management Research
This case was written by Shirisha Regani, under the direction of Sanjib Dutta, ICFAI Center for
Management Research (ICMR). It was compiled from published sources, and is intended to be used as a
basis for class discussion rather than to illustrate either effective or ineffective handling of a management
situation.
IKEA’s Innovative Human Resource
Management Practices and Work Culture
H R O B 0 6 6
2005, ICFAI Center for Management Research. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- -
electronic or mechanical, without permission.
To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49,
Nagarjuna Hills, Hyderabad 500 082, India or email [email protected] Website: www.icmrindia.org
D
o
N
ot
C
op
y
HROB/066
IKEA’S INNOVATIVE HUMAN RESOURCE MANAGEMENT
PRACTICES AND WORK CULTURE
“Maintaining a strong IKEA culture is one of the most crucial factors behind the continued
success of the IKEA concept”.
-Ingvar Kamprad, founder of IKEA.1
“IKEA values the individual. We make people comfortable here and enable people to grow.”
- Jaime Martinez, Head of Human Resources at IKEA North America, in 2003.2
BEST EMPLOYER
In January 2005, Fortune, a prominent international business magazine, published its annual list of
the ‘100 Best Companies to Work For’. IKEA North America (IKEA), a major furniture retailer
and the American subsidiary of the Sweden-based IKEA Group, was 62nd on the list. IKEA won
points for its innovative human resource management practices that emphasized flexibility and
welfare while focusing on employee development. The company’s unique work culture that
supported coworkers (as employees were called at IKEA) and encouraged creativity and diversity
was also applauded.
Pernille Spiers-Lopez (Spiers-Lopez), IKEA’s President, said the company was thrilled at being
recognized as one of the best companies to work for. “We’re delighted to be among Fortune’s
‘100 Best Companies to Work For.’ At IKEA, we live by the philosophy .
Ingvar Kamprad founded IKEA in 1943 in Sweden. IKEA pioneered flat-pack furniture that was affordable and easy for customers to assemble themselves. The company has experienced tremendous growth, expanding to over 300 stores in 47 countries. IKEA's unique culture emphasizes frugality, independence among employees, and participative leadership. The company's success is largely due to the vision and leadership of its founder, Ingvar Kamprad.
This document provides an overview of IKEA, the largest furniture retailer in the world. It discusses IKEA's history, vision, corporate structure, stores, products, and marketing approach. Key points include:
1) IKEA was founded in 1943 in Sweden and pioneered flat-pack furniture at affordable prices. It now has 301 stores globally.
2) IKEA's vision is to "create a better everyday life for the many people" by offering well-designed, functional home goods at low prices.
3) IKEA uses a unique business model including flat-pack furniture and stores designed to encourage customers to see all products on display.
IKEA is the world's largest furniture retailer founded in Sweden in 1943. It sells flat-pack furniture and home goods through its 301 stores across 37 countries. IKEA pioneered affordable yet functional design through cost-cutting like flat-packing and using its trademark style guide. It aims to improve everyday life through well-designed, affordable home products while maintaining sustainability and positive social and environmental practices.
This is the first presentation I have created. This is a mini case study on IKEA and what it could be doing. This presentation has been created as a part of the marketing internship under Prof. Sameer Mathur.
IKEA - Brand Management
An Overview of what is in the IKEA store as you turn the pages. . .
Intro
Origin & Genesis
History & Last Decade
Business !dea
Structure and Corporate Management
Brand Portfolio with STP and Consumer Activations
IKEA and inter-market segmentation
4Ps & core competency
AD agencies and Strategic Brand Campaigns
Market Environment (Sectoral and Industrial Analysis)
IKEA value chain
PEST analysis
Porter's 6 forces
S.W.O.T.
TOWS metrics
Competitor Analysis
Industry Analysis
Costing and Pricing analysis of brand portfolio
Consumer Behavior & Brand Ambassadors
Brand repositioning campaigns
Rationalized improvement plan
Future of IKEA
Alternate options for IKEA
IKEA Trivia
IKEA Advertisements all over and AugmentedReality/QR content
MinicaseInnovation at IKEARedecorating and renovating have becIlonaThornburg83
Minicase
Innovation at IKEA
Redecorating and renovating have become a popular international pastime. In a world facing persistent terrorist alerts and lagging economies, more and more people are opting to stay home and make their homes safe havens. This phenomenon has contributed tremendously to the success of IKEA, the Swedish home furniture giant. In monetary terms alone, that success is measured by sales for the fiscal year ending in 2016 totaling 28.5 billion euros—that’s a lot of furniture!
Much of IKEA’s success can be attributed to its founder, Ingvar Kamprad. Kamprad used graduation money to start IKEA in the small Swedish village where he was born. He started off selling belt buckles, pens, and watches—whatever residents in the small local village of Agunnaryd needed. Eventually Kamprad moved on to selling furniture. One day in 1952, while struggling to fit a large table in a small car, one of Kamprad’s employees came up with the idea that changed the furniture industry forever—he decided to remove the legs. IKEA’s flat-pack and self-assembly methodology was born, and it rocketed the company past the competition. “After that [table] followed a whole series of other self-assembled furniture, and by 1956 the concept was more or less systematized,” writes Kamprad.
Kamprad resigned from his role at IKEA in 2013, and for the seventy years he served at IKEA he was dedicated to maintaining the corporate culture he helped define since the company’s founding in 1943. Despite fabulous wealth he continues to be a simple and frugal man—his idea of a luxury vacation is riding his bike. He is fiercely cost conscious and, even though his personal wealth has been estimated in the billions, he refuses to fly first class. He values human interaction above all, and, even though retired, he still visits IKEA stores regularly to keep tabs on what is going on where the business really happens.
The culture at IKEA is a culture closely connected with Kamprad’s simple Swedish farm roots. It is a culture that strives “to create a better everyday for the many people.” IKEA supports this culture by
· Hiring co-workers (IKEA prefers the word co-workers to employees) who are supportive and work well in teams
· Expecting co-workers to look for innovative, better ways of doing things in every aspect of their work
· Respecting co-workers and their views
· Establishing mutual objectives and working tirelessly to realize them
· Making cost consciousness part of everything they do from improving processes for production to purchasing wisely to traveling cost-effectively
· Avoiding complicated solutions—simplicity is a strong part of the IKEA culture
· Leading by example, so IKEA leaders are expected to pitch in when needed and to create a good working environment
· Believing that a diverse workforce strengthens the company overall
542
What is it like to work at IKEA? Here’s how some IKEA employees describe the experience:
· “It’s about moving; we don’t need to run fast ...
IKEA’s Global Sourcing Challenge Indian Rugs and Child LaboLizbethQuinonez813
IKEA’s Global Sourcing Challenge:
Indian Rugs and Child Labor (A)
In May 1995, Marianne Barner faced a tough decision. After just two years with IKEA, the world’s
largest furniture retailer, and less than a year into her job as business area manager for carpets, she
was faced with the decision of cutting off one of the company’s major suppliers of Indian rugs. While
such a move would disrupt supply and affect sales, she found the reasons to do so quite compelling.
A German TV station had just broadcast an investigative report naming the supplier as one that used
child labor in the production of rugs made for IKEA. What frustrated Barner was that, like all other
IKEA suppliers, this large, well-regarded company had recently signed an addendum to its supply
contract explicitly forbidding the use of child labor on pain of termination.
Even more difficult than this short-term decision was the long-term action Barner knew IKEA
must take on this issue. On one hand, she was being urged to sign up to an industry-wide response
to growing concerns about the use of child labor in the Indian carpet industry. A recently formed
partnership of manufacturers, importers, retailers, and Indian nongovernmental organizations
(NGOs) was proposing to issue and monitor the use of “Rugmark,” a label to be put on carpets
certifying that they were made without child labor. Simultaneously, Barner had been conversing
with people at the Swedish Save the Children organization who were urging IKEA to ensure that its
response to the situation was “in the best interest of the child”—whatever that might imply. Finally,
there were some who wondered if IKEA should not just leave this hornet’s nest. Indian rugs
accounted for a tiny part of IKEA’s turnover, and to these observers, the time, cost, and reputation
risk posed by continuing this product line seemed not worth the profit potential.
The Birth and Maturing of a Global Company1
To understand IKEA’s operations, one had to understand the philosophy and beliefs of its 70-
year-old founder, Ingvar Kamprad. Despite stepping down as CEO in 1986, almost a decade later,
Kamprad retained the title of honorary chairman and was still very involved in the company’s
activities. Yet perhaps even more powerful than his ongoing presence were his strongly held values
and beliefs, which long ago had been deeply embedded in IKEA’s culture.
Kamprad was 17 years old when he started the mail-order company he called IKEA, a name that
combined his initials with those of his family farm, Elmtaryd, and parish, Agunnaryd, located in the
2
forests of southern Sweden. Working out of the family kitchen, he sold goods such as fountain pens,
cigarette lighters, and binders he purchased from low-priced sources and then advertised in a
newsletter to local shopkeepers. When Kamprad matched his competitors by adding furniture to his
newsletter in 1948, the immediate success of the new line led him to give up th ...
IKEA CASE STUDY SUMMARY QUESTIONS 1. How have IKEA’s.docxwilcockiris
IKEA CASE STUDY SUMMARY QUESTIONS
1. How have IKEA’s efforts to provide an environment of continued learning
positioned them to remain viable, given the trends of cost containment and speed
in market change described in our textbook?
2. How might IKEA’s “Partners for Growth” mentoring program provide them with an
effective knowledge management tool.
3. What are your feelings about IKEA’s “I Want Your Job” program? Is this
something that you would endorse as an HR practitioner? Why or why not?
4. Given what you know about the retail industry, what other ideas do you have
regarding strategic employee development at IKEA?
D
o
N
ot
C
op
y
ICMR Case Collection
ICFAI Center for Management Research
This case was written by Shirisha Regani, under the direction of Sanjib Dutta, ICFAI Center for
Management Research (ICMR). It was compiled from published sources, and is intended to be used as a
basis for class discussion rather than to illustrate either effective or ineffective handling of a management
situation.
IKEA’s Innovative Human Resource
Management Practices and Work Culture
H R O B 0 6 6
2005, ICFAI Center for Management Research. All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means- -
electronic or mechanical, without permission.
To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49,
Nagarjuna Hills, Hyderabad 500 082, India or email [email protected] Website: www.icmrindia.org
D
o
N
ot
C
op
y
HROB/066
IKEA’S INNOVATIVE HUMAN RESOURCE MANAGEMENT
PRACTICES AND WORK CULTURE
“Maintaining a strong IKEA culture is one of the most crucial factors behind the continued
success of the IKEA concept”.
-Ingvar Kamprad, founder of IKEA.1
“IKEA values the individual. We make people comfortable here and enable people to grow.”
- Jaime Martinez, Head of Human Resources at IKEA North America, in 2003.2
BEST EMPLOYER
In January 2005, Fortune, a prominent international business magazine, published its annual list of
the ‘100 Best Companies to Work For’. IKEA North America (IKEA), a major furniture retailer
and the American subsidiary of the Sweden-based IKEA Group, was 62nd on the list. IKEA won
points for its innovative human resource management practices that emphasized flexibility and
welfare while focusing on employee development. The company’s unique work culture that
supported coworkers (as employees were called at IKEA) and encouraged creativity and diversity
was also applauded.
Pernille Spiers-Lopez (Spiers-Lopez), IKEA’s President, said the company was thrilled at being
recognized as one of the best companies to work for. “We’re delighted to be among Fortune’s
‘100 Best Companies to Work For.’ At IKEA, we live by the philosophy .
Ingvar Kamprad founded IKEA in 1943 in Sweden. IKEA pioneered flat-pack furniture that was affordable and easy for customers to assemble themselves. The company has experienced tremendous growth, expanding to over 300 stores in 47 countries. IKEA's unique culture emphasizes frugality, independence among employees, and participative leadership. The company's success is largely due to the vision and leadership of its founder, Ingvar Kamprad.
This document provides an overview of IKEA, the largest furniture retailer in the world. It discusses IKEA's history, vision, corporate structure, stores, products, and marketing approach. Key points include:
1) IKEA was founded in 1943 in Sweden and pioneered flat-pack furniture at affordable prices. It now has 301 stores globally.
2) IKEA's vision is to "create a better everyday life for the many people" by offering well-designed, functional home goods at low prices.
3) IKEA uses a unique business model including flat-pack furniture and stores designed to encourage customers to see all products on display.
IKEA is the world's largest furniture retailer founded in Sweden in 1943. It sells flat-pack furniture and home goods through its 301 stores across 37 countries. IKEA pioneered affordable yet functional design through cost-cutting like flat-packing and using its trademark style guide. It aims to improve everyday life through well-designed, affordable home products while maintaining sustainability and positive social and environmental practices.
This is the first presentation I have created. This is a mini case study on IKEA and what it could be doing. This presentation has been created as a part of the marketing internship under Prof. Sameer Mathur.
IKEA - Brand Management
An Overview of what is in the IKEA store as you turn the pages. . .
Intro
Origin & Genesis
History & Last Decade
Business !dea
Structure and Corporate Management
Brand Portfolio with STP and Consumer Activations
IKEA and inter-market segmentation
4Ps & core competency
AD agencies and Strategic Brand Campaigns
Market Environment (Sectoral and Industrial Analysis)
IKEA value chain
PEST analysis
Porter's 6 forces
S.W.O.T.
TOWS metrics
Competitor Analysis
Industry Analysis
Costing and Pricing analysis of brand portfolio
Consumer Behavior & Brand Ambassadors
Brand repositioning campaigns
Rationalized improvement plan
Future of IKEA
Alternate options for IKEA
IKEA Trivia
IKEA Advertisements all over and AugmentedReality/QR content
IKEA began as a small business started by Ingvar Kamprad in Sweden in the 1940s selling various goods. It began focusing solely on furniture in 1951 and opened its first furniture showroom in 1953. IKEA designs its own affordable, functional furniture and sells flat-packed to keep costs low. It has experienced rapid international expansion since the 1970s and now has over 300 stores in more than 35 countries. However, IKEA has faced pressures from the global housing downturn which has reduced sales growth in some markets. It will focus future expansion on emerging markets to mitigate challenges in the Western world.
IKEA is a multinational group that designs and sells ready-to-assemble furniture, appliances, and home accessories. It was founded in 1943 in Sweden by Ingvar Kamprad and has since grown to become the largest furniture retailer in the world with over 300 stores globally. IKEA is known for its low-cost, flat-pack furniture and its business model focuses on affordable prices through efficient sourcing and assembly by customers.
IKEA began as a small business started by Ingvar Kamprad in Sweden in the 1940s selling various goods. It began focusing solely on furniture in 1951 and opened its first furniture showroom in 1953. IKEA now has over 300 stores worldwide and has continued expanding into new countries globally. However, it also faces pressures like criticism over its UK store openings and a drop in profits attributed to expansion costs.
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It uses unconventional product names that are unique and memorable. IKEA continuously seeks ways to reduce prices through efficient operations while maintaining quality. It focuses on sustainability through recycling materials and uses customer-centric strategies like diverse products and a fun shopping experience to appeal to global consumers.
Case 18 IKEA in 2013 Furniture Retailer to the World DinahShipman862
IKEA began as a small mail order business in Sweden in 1943 and has since grown to become one of the largest retailers in the world with over 300 stores globally by 2012. While IKEA initially struggled in its expansion to the US market due to cultural and product differences, it was able to turnaround its American operations by redesigning products to better suit American consumers, choosing new store locations, and sourcing more products locally to reduce costs and currency risk. IKEA's success is built on its strategy of providing affordable, well-designed furniture through a self-service retail model.
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It pioneered a business strategy focused on cost-consciousness through global sourcing of low-cost materials, flat-pack furniture kits, and do-it-yourself assembly. This allowed IKEA to sell furniture at much lower prices than competitors. Over time, IKEA expanded globally through new store openings and evolved its strategy and product offerings while maintaining a focus on simplicity, affordability, and accessibility for customers.
- IKEA began as a small mail order catalog business run by Ingvar Kamprad in 1943 in Sweden.
- In the following decades, IKEA opened showrooms, stores, and expanded internationally. Key events included opening their first store outside of Scandinavia in Switzerland in 1973.
- IKEA designed their own furniture starting in 1955 due to suppliers boycotting them. This allowed them to innovate designs for lower prices through flat-pack assembly.
- IKEA was founded in Sweden in the 1940s by Ingvar Kamprad and has grown to become the world's largest furniture retailer.
- In the 1990s, a documentary exposed child labor being used by some of IKEA's rug suppliers in India and Pakistan, forcing IKEA to address the issue.
- IKEA investigated the problem itself and partnered with the Rugmark Foundation, a nonprofit that monitored suppliers, to curb child labor while also maintaining its low-cost global supply chain model.
CASE 6 Business Model and Competitive Strategy of IKEA in India.docxwendolynhalbert
CASE 6: Business Model and Competitive Strategy of IKEA in India
Syed Abdul Samad
IBS Center for Management Research (ICMR)
· “We are very determined but very patient at the same time. We started this journey six years ago. Things are finally moving and we are satisfied with the progress so far…
“I truly believe that the IKEA format is going to work. What is an IKEA store? An IKEA store has more than 9000 different articles for the entire family. We offer an experience for the whole family. Also remember, at IKEA we don’t sell products, we sell inspiration.”1
– Juvencio Maeztu, IKEA’s Country Manager for India, in 2013
After a year of lobbying and negotiating with and convincing the Indian politicos and bureaucrats, IKEA’s €1.5 billion investment proposal to set up its stores in India was finally accepted by the local government on May 2, 2013. However, as of July 2013, Juvencio Maeztu (Maeztu), IKEA’s Country Manager for India, found he still had a colossal task ahead of him.
IKEA, the Netherlands-based Swedish company, was the largest furniture retailer in the world with a presence in 44 countries around the globe—in countries like the US, the UK, Russia, the EU region, Japan, China, Australia, etc. However, it did not enter into the Indian market till 2013, though the company had had a presence in the country since the 1980s as a sourcing destination for its global stores. It had even opened its regional procurement office in Gurgaon, India, in 2007. In 2009, IKEA tried to enter the country to establish its stores, but its attempts were thwarted by India’s stringent Foreign Direct Investment (FDI) regulations. It again applied for permission for entry in June 2012, after India had made some changes in its FDI rules. However, IKEA had to wait another year, hitting many roadblocks on the way, before it was able to obtain the Indian government’s approval to establish its stores. The company also had to tweak its global store model to fit the Indian FDI and sourcing outlines and Indian consumer preferences.
While Maeztu was tasked with tapping the Rs.* 925 billion Indian furniture and furnishings market, analysts were keenly waiting to see what strategies the furniture giant would come up with to win the highly-fragmented, price-sensitive Indian market—as many Indian middle-class families preferred to have their furniture custom-made from small retailers or local carpenters. No two Indian homes had the same kind of furniture as Indians in general showed more of an affinity for unique woodwork and designs rather than flat geometric furniture. “Living room in India is different from any other country—a place for socializing and every activity is around the food. In some countries it is the kitchen and in some countries living room is used for sleeping,”2 said Maeztu. More important was the fact the Indian customer did not prefer the concept of do-it-yourself (where buyers had to assemble different pieces of the product themselves), a key part o ...
IKEA is a Swedish multinational group that manufactures and sells ready-to-assemble furniture, kitchen appliances and home accessories. It was founded in 1943 by Ingvar Kamprad in Sweden and has expanded to over 350 stores in more than 50 countries. IKEA keeps costs low by selling flat-packed furniture and accessories that customers assemble themselves. It aims to make high-quality home furnishings affordable for the many people through innovative and cost-efficient design and manufacturing methods.
TitleABC123 Version X1IKEA Furniture Retailer to the.docxedwardmarivel
Title
ABC/123 Version X
1
IKEA: Furniture Retailer to the World
MGT/448 Version 6
2
University of Phoenix MaterialIKEA: Furniture Retailer to the World
Introduction
IKEA is one of the world’s most successful global retailers. In 2007, IKEA had 300 home furnishing superstores stores in 35 countries and was visited by some 583 million shoppers. IKEA’s low-priced, elegantly designed merchandise, displayed in large warehouse stores, generated sales of €21.2 billion in 2008, up from €4.4 billion in 1994. Although the privately held company refuses to publish figures on profitability, its net profit margins were rumored to be about 10 percent, high for a retailer. The founder, Ingvar Kamprad, now in his 80s but still an active adviser to the company, is rumored to be one of
the world’s richest men.
Company Background
IKEA was established by Ingvar Kamprad in Sweden in 1943 when he was just 17 years old. The fledgling company sold fish, Christmas magazines, and seeds from his family farm. It wasn’t his first business; that had been selling matches, which the enterprising Kamprad had purchased wholesale in 100-box lots (with help from his grandmother who financed the enterprise) and then resold individually at a higher markup. The name IKEA was an acronym, I and K being his initials, while E stood for Elmtaryd, the name of the family farm, and A stood for Agunnaryd, the name of the village in southern Sweden where the farm was located. Before long Kamprad had added ballpoint pens to his list and was selling his products via mail order. His warehouse was a shed on the family farm. The customer fulfillment system
utilized the local milk truck, which picked up goods daily and took them to the train station.
In 1948 Kamprad added furniture to his product line, and in 1949 he published his first catalog, distributed
then as now for free. In 1953 Kamprad found himself struggling with another problem; the milk truck had
changed its route and he could no longer use it to take goods to the train station. Kamprad’s solution was to buy an idle factory in nearby Almhult and convert it into his warehouse. With business now growing rapidly, Kamprad hired a 22-year-old designer, Gillis Lundgren. Lundgren originally helped Kamprad to do photo shoots for the early IKEA catalogs, but over time he started to design more and more furniture for IKEA, eventually designing as many as 400 pieces, including many best sellers.
IKEA’s goal as it emerged over time was to provide stylish functional designs with minimalist lines that
could be manufactured cost efficiently under contract by suppliers and priced low enough to allow most people to afford them. Kamprad’s theory was that “good furniture could be priced so that the man with that flat wallet would make a place for it in his spending and could afford it.” 1 Kamprad was struck by the fact that furniture in Sweden was expensive at the time, something that he attributed to a fragmented industry dominated by small re ...
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It owns and operates 392 stores across 48 countries. In the 2015-2016 year there were over 2.1 billion visitors to IKEA's websites. IKEA uses about 1% of the world's commercial wood and is one of the largest retailers of wood products. The document discusses IKEA's strategies for reaching consumers in different markets through affordable furniture, showroom experiences, and brand positioning. It also notes some pros and cons of IKEA changing how people shop for furniture through do-it-yourself products and potential challenges in expanding to new regions.
IKEA is a Swedish multinational conglomerate that designs and sells ready-to-assemble furniture and home goods. Founded in 1943, IKEA has been the world's largest furniture retailer since 2008. IKEA uses a mono-segment positioning strategy, appealing to cost-conscious customers who prefer value, and an adaptive positioning strategy to periodically reposition products based on changing customer preferences. IKEA markets its products through various channels including websites, mobile apps, social media, stores, print ads, and television commercials.
IKEA was founded in 1943 in Sweden by Ingvar Kamprad at age 17. Starting by selling matches, Kamprad expanded into selling various goods and later furniture. In the 1940s and 50s, IKEA developed into a furniture retailer through exploring furniture design, self-assembly, advertising, and using catalogs and showrooms. By the 1960s and 70s, the IKEA concept took shape with new stores and popular products. IKEA has continued growing globally and focusing on affordable home furnishing solutions. It remains privately owned and aims for long term growth including expanding further in China and potentially India.
Comparison of Marketing Mix of IKEA in Four CountriesFatima Arshad
Report Contains Marketing Mix of IKEA. In this report there is comparison of 4Ps of IKEA in Four Countries i.e Sweden, UK, China and India.
This report is result of the efforts of four people.
Intro to Information Technology Managment Project:IkeaRobert Moore
IKEA was founded in 1943 in Sweden by Ingvar Kamprad with a vision of making quality furniture accessible to the many. It pioneered the flat-pack furniture model which allows for affordable prices by reducing manufacturing and transportation costs. IKEA has since expanded globally while maintaining a focus on sustainability and positive social impact through initiatives like using renewable energy sources and upholding fair labor standards with suppliers. The company continues innovating through new technologies and striving to improve lives through democratic design.
IKEA aims to provide affordable home furnishings to many people through well-designed, functional products combined with quality and value. It analyzes consumer behavior and markets to design products according to lifestyles and cultures globally. IKEA uses marketing strategies like loyalty programs and quirky campaigns. It has expanded internationally with 392 stores in 48 countries as of 2016.
IKEA was founded in 1943 in Sweden by Ingvar Kamprad at age 17. The company name is an acronym combining letters from Kamprad's name and the farm and village where he grew up. Over 50 years, IKEA developed its brand image as a low-cost home furnishings retailer owned by a Dutch foundation and headquartered in the Netherlands. IKEA aims to offer well-designed, affordable home products worldwide following its vision of creating "a better everyday life for the many people."
This case study provides an overview of IKEA, including its history, concept, stores, performance, and sustainable business model. IKEA was founded in 1943 in Sweden and has since expanded globally. It focuses on functional, low-cost home furnishings through a warehouse store format, extensive product range, and flat-pack assembly. IKEA has experienced strong sales growth and expansion worldwide while maintaining sustainability practices in its supply chain and operations.
IKEA is a Swedish multinational company that manufactures and sells home furnishings and furniture at low prices. It dominates the market in 32 countries due to its focus on good quality products at low prices. IKEA develops products through an intensive process involving designers, manufacturers, and suppliers to ensure low costs while maintaining modern design, function, and environmental sustainability. It transports products efficiently and sells them unassembled to keep prices low, asking customers to assemble furniture themselves. This allows IKEA to fulfill its mantra of "low prices with meaning" and provide better living solutions for many people.
ENG315 Professional Scenarios
1. Saban is a top performing industrial equipment salesperson for D2D. After three years of working with his best client, he receives a text message from Pat (his direct manager) assigning him to a completely different account.
Pat has received complaints that Saban gets all of the good clients and is not a “team player.”
Saban responds to the message and asks for a meeting with Pat to discuss this change. Pat responds with another text message that reads: “Decision final. Everyone needs to get a chance to work with the best accounts so it is fair. Come by the office and pick up your new files.”
Moments later, Saban sends a text message to Karen, his regional manager and Pat’s boss. It simply reads, “We need to talk.”
2. Amber, Savannah, and Stephen work for Knowledge, Inc. (a consulting company). While on a conference call with Tim Rice Photography (an established client), the group discusses potential problems with a marketing campaign. Tim Rice, lead photographer and owner of Tim Rice Photography, is insistent the marketing is working and changes are not needed.
Amber reaches over to put Tim on “Mute” but accidently pushes a different button. She immediately says to Savannah and Stephen that the marketing campaign is not working and that “…Tim should stick to taking pretty pictures.”
Tim responds, “You know I can hear you, right?”
3. James shows up to work approximately five minutes late this morning, walks silently (but quickly) down the hallway and begins to punch in at the time clock located by the front desk.
Sarah, the front desk manager, says, "Good morning, James," but James ignores her, punches in, and heads into the shop to his workplace. Sarah rolls her eyes, picks up the phone, and dials the on-duty manager to alert her that James just arrived and should be reaching his desk any moment.
4. Paul works for the website division of SuperMega retail company. He receives an email late Friday afternoon that explains a new computer will launch at the end of next June and it will be in high demand with limited stock. Also contained in the three-page-message is that customers will be able to preorder the item 30 days before launch according to the production company. Paul is asked to create a landing page for consumers who are interested in learning more about the product.
By mistake, Paul sets up a preorder page for the product that afternoon (well in advance of the company authorized period) and late Friday evening consumers begin to preorder the product. Sharon, Vice President of Product Sales at SuperMega, learns of the error Saturday morning and calls Paul to arrange a meeting first thing Monday morning. Sharon explains to Paul on the phone that the company intends on canceling all of the preorders and Paul responds that the company should honor the preorders because it was not a consumer error. After a heated exchange, Paul hangs up on Sharon when she in.
ENG122 – Research Paper Peer Review InstructionsApply each of .docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
More Related Content
Similar to CHAPTER6Design Thinking and InnovationWhat is design thinkin.docx
IKEA began as a small business started by Ingvar Kamprad in Sweden in the 1940s selling various goods. It began focusing solely on furniture in 1951 and opened its first furniture showroom in 1953. IKEA designs its own affordable, functional furniture and sells flat-packed to keep costs low. It has experienced rapid international expansion since the 1970s and now has over 300 stores in more than 35 countries. However, IKEA has faced pressures from the global housing downturn which has reduced sales growth in some markets. It will focus future expansion on emerging markets to mitigate challenges in the Western world.
IKEA is a multinational group that designs and sells ready-to-assemble furniture, appliances, and home accessories. It was founded in 1943 in Sweden by Ingvar Kamprad and has since grown to become the largest furniture retailer in the world with over 300 stores globally. IKEA is known for its low-cost, flat-pack furniture and its business model focuses on affordable prices through efficient sourcing and assembly by customers.
IKEA began as a small business started by Ingvar Kamprad in Sweden in the 1940s selling various goods. It began focusing solely on furniture in 1951 and opened its first furniture showroom in 1953. IKEA now has over 300 stores worldwide and has continued expanding into new countries globally. However, it also faces pressures like criticism over its UK store openings and a drop in profits attributed to expansion costs.
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It uses unconventional product names that are unique and memorable. IKEA continuously seeks ways to reduce prices through efficient operations while maintaining quality. It focuses on sustainability through recycling materials and uses customer-centric strategies like diverse products and a fun shopping experience to appeal to global consumers.
Case 18 IKEA in 2013 Furniture Retailer to the World DinahShipman862
IKEA began as a small mail order business in Sweden in 1943 and has since grown to become one of the largest retailers in the world with over 300 stores globally by 2012. While IKEA initially struggled in its expansion to the US market due to cultural and product differences, it was able to turnaround its American operations by redesigning products to better suit American consumers, choosing new store locations, and sourcing more products locally to reduce costs and currency risk. IKEA's success is built on its strategy of providing affordable, well-designed furniture through a self-service retail model.
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It pioneered a business strategy focused on cost-consciousness through global sourcing of low-cost materials, flat-pack furniture kits, and do-it-yourself assembly. This allowed IKEA to sell furniture at much lower prices than competitors. Over time, IKEA expanded globally through new store openings and evolved its strategy and product offerings while maintaining a focus on simplicity, affordability, and accessibility for customers.
- IKEA began as a small mail order catalog business run by Ingvar Kamprad in 1943 in Sweden.
- In the following decades, IKEA opened showrooms, stores, and expanded internationally. Key events included opening their first store outside of Scandinavia in Switzerland in 1973.
- IKEA designed their own furniture starting in 1955 due to suppliers boycotting them. This allowed them to innovate designs for lower prices through flat-pack assembly.
- IKEA was founded in Sweden in the 1940s by Ingvar Kamprad and has grown to become the world's largest furniture retailer.
- In the 1990s, a documentary exposed child labor being used by some of IKEA's rug suppliers in India and Pakistan, forcing IKEA to address the issue.
- IKEA investigated the problem itself and partnered with the Rugmark Foundation, a nonprofit that monitored suppliers, to curb child labor while also maintaining its low-cost global supply chain model.
CASE 6 Business Model and Competitive Strategy of IKEA in India.docxwendolynhalbert
CASE 6: Business Model and Competitive Strategy of IKEA in India
Syed Abdul Samad
IBS Center for Management Research (ICMR)
· “We are very determined but very patient at the same time. We started this journey six years ago. Things are finally moving and we are satisfied with the progress so far…
“I truly believe that the IKEA format is going to work. What is an IKEA store? An IKEA store has more than 9000 different articles for the entire family. We offer an experience for the whole family. Also remember, at IKEA we don’t sell products, we sell inspiration.”1
– Juvencio Maeztu, IKEA’s Country Manager for India, in 2013
After a year of lobbying and negotiating with and convincing the Indian politicos and bureaucrats, IKEA’s €1.5 billion investment proposal to set up its stores in India was finally accepted by the local government on May 2, 2013. However, as of July 2013, Juvencio Maeztu (Maeztu), IKEA’s Country Manager for India, found he still had a colossal task ahead of him.
IKEA, the Netherlands-based Swedish company, was the largest furniture retailer in the world with a presence in 44 countries around the globe—in countries like the US, the UK, Russia, the EU region, Japan, China, Australia, etc. However, it did not enter into the Indian market till 2013, though the company had had a presence in the country since the 1980s as a sourcing destination for its global stores. It had even opened its regional procurement office in Gurgaon, India, in 2007. In 2009, IKEA tried to enter the country to establish its stores, but its attempts were thwarted by India’s stringent Foreign Direct Investment (FDI) regulations. It again applied for permission for entry in June 2012, after India had made some changes in its FDI rules. However, IKEA had to wait another year, hitting many roadblocks on the way, before it was able to obtain the Indian government’s approval to establish its stores. The company also had to tweak its global store model to fit the Indian FDI and sourcing outlines and Indian consumer preferences.
While Maeztu was tasked with tapping the Rs.* 925 billion Indian furniture and furnishings market, analysts were keenly waiting to see what strategies the furniture giant would come up with to win the highly-fragmented, price-sensitive Indian market—as many Indian middle-class families preferred to have their furniture custom-made from small retailers or local carpenters. No two Indian homes had the same kind of furniture as Indians in general showed more of an affinity for unique woodwork and designs rather than flat geometric furniture. “Living room in India is different from any other country—a place for socializing and every activity is around the food. In some countries it is the kitchen and in some countries living room is used for sleeping,”2 said Maeztu. More important was the fact the Indian customer did not prefer the concept of do-it-yourself (where buyers had to assemble different pieces of the product themselves), a key part o ...
IKEA is a Swedish multinational group that manufactures and sells ready-to-assemble furniture, kitchen appliances and home accessories. It was founded in 1943 by Ingvar Kamprad in Sweden and has expanded to over 350 stores in more than 50 countries. IKEA keeps costs low by selling flat-packed furniture and accessories that customers assemble themselves. It aims to make high-quality home furnishings affordable for the many people through innovative and cost-efficient design and manufacturing methods.
TitleABC123 Version X1IKEA Furniture Retailer to the.docxedwardmarivel
Title
ABC/123 Version X
1
IKEA: Furniture Retailer to the World
MGT/448 Version 6
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University of Phoenix MaterialIKEA: Furniture Retailer to the World
Introduction
IKEA is one of the world’s most successful global retailers. In 2007, IKEA had 300 home furnishing superstores stores in 35 countries and was visited by some 583 million shoppers. IKEA’s low-priced, elegantly designed merchandise, displayed in large warehouse stores, generated sales of €21.2 billion in 2008, up from €4.4 billion in 1994. Although the privately held company refuses to publish figures on profitability, its net profit margins were rumored to be about 10 percent, high for a retailer. The founder, Ingvar Kamprad, now in his 80s but still an active adviser to the company, is rumored to be one of
the world’s richest men.
Company Background
IKEA was established by Ingvar Kamprad in Sweden in 1943 when he was just 17 years old. The fledgling company sold fish, Christmas magazines, and seeds from his family farm. It wasn’t his first business; that had been selling matches, which the enterprising Kamprad had purchased wholesale in 100-box lots (with help from his grandmother who financed the enterprise) and then resold individually at a higher markup. The name IKEA was an acronym, I and K being his initials, while E stood for Elmtaryd, the name of the family farm, and A stood for Agunnaryd, the name of the village in southern Sweden where the farm was located. Before long Kamprad had added ballpoint pens to his list and was selling his products via mail order. His warehouse was a shed on the family farm. The customer fulfillment system
utilized the local milk truck, which picked up goods daily and took them to the train station.
In 1948 Kamprad added furniture to his product line, and in 1949 he published his first catalog, distributed
then as now for free. In 1953 Kamprad found himself struggling with another problem; the milk truck had
changed its route and he could no longer use it to take goods to the train station. Kamprad’s solution was to buy an idle factory in nearby Almhult and convert it into his warehouse. With business now growing rapidly, Kamprad hired a 22-year-old designer, Gillis Lundgren. Lundgren originally helped Kamprad to do photo shoots for the early IKEA catalogs, but over time he started to design more and more furniture for IKEA, eventually designing as many as 400 pieces, including many best sellers.
IKEA’s goal as it emerged over time was to provide stylish functional designs with minimalist lines that
could be manufactured cost efficiently under contract by suppliers and priced low enough to allow most people to afford them. Kamprad’s theory was that “good furniture could be priced so that the man with that flat wallet would make a place for it in his spending and could afford it.” 1 Kamprad was struck by the fact that furniture in Sweden was expensive at the time, something that he attributed to a fragmented industry dominated by small re ...
IKEA was founded in 1943 by Ingvar Kamprad in Sweden. It owns and operates 392 stores across 48 countries. In the 2015-2016 year there were over 2.1 billion visitors to IKEA's websites. IKEA uses about 1% of the world's commercial wood and is one of the largest retailers of wood products. The document discusses IKEA's strategies for reaching consumers in different markets through affordable furniture, showroom experiences, and brand positioning. It also notes some pros and cons of IKEA changing how people shop for furniture through do-it-yourself products and potential challenges in expanding to new regions.
IKEA is a Swedish multinational conglomerate that designs and sells ready-to-assemble furniture and home goods. Founded in 1943, IKEA has been the world's largest furniture retailer since 2008. IKEA uses a mono-segment positioning strategy, appealing to cost-conscious customers who prefer value, and an adaptive positioning strategy to periodically reposition products based on changing customer preferences. IKEA markets its products through various channels including websites, mobile apps, social media, stores, print ads, and television commercials.
IKEA was founded in 1943 in Sweden by Ingvar Kamprad at age 17. Starting by selling matches, Kamprad expanded into selling various goods and later furniture. In the 1940s and 50s, IKEA developed into a furniture retailer through exploring furniture design, self-assembly, advertising, and using catalogs and showrooms. By the 1960s and 70s, the IKEA concept took shape with new stores and popular products. IKEA has continued growing globally and focusing on affordable home furnishing solutions. It remains privately owned and aims for long term growth including expanding further in China and potentially India.
Comparison of Marketing Mix of IKEA in Four CountriesFatima Arshad
Report Contains Marketing Mix of IKEA. In this report there is comparison of 4Ps of IKEA in Four Countries i.e Sweden, UK, China and India.
This report is result of the efforts of four people.
Intro to Information Technology Managment Project:IkeaRobert Moore
IKEA was founded in 1943 in Sweden by Ingvar Kamprad with a vision of making quality furniture accessible to the many. It pioneered the flat-pack furniture model which allows for affordable prices by reducing manufacturing and transportation costs. IKEA has since expanded globally while maintaining a focus on sustainability and positive social impact through initiatives like using renewable energy sources and upholding fair labor standards with suppliers. The company continues innovating through new technologies and striving to improve lives through democratic design.
IKEA aims to provide affordable home furnishings to many people through well-designed, functional products combined with quality and value. It analyzes consumer behavior and markets to design products according to lifestyles and cultures globally. IKEA uses marketing strategies like loyalty programs and quirky campaigns. It has expanded internationally with 392 stores in 48 countries as of 2016.
IKEA was founded in 1943 in Sweden by Ingvar Kamprad at age 17. The company name is an acronym combining letters from Kamprad's name and the farm and village where he grew up. Over 50 years, IKEA developed its brand image as a low-cost home furnishings retailer owned by a Dutch foundation and headquartered in the Netherlands. IKEA aims to offer well-designed, affordable home products worldwide following its vision of creating "a better everyday life for the many people."
This case study provides an overview of IKEA, including its history, concept, stores, performance, and sustainable business model. IKEA was founded in 1943 in Sweden and has since expanded globally. It focuses on functional, low-cost home furnishings through a warehouse store format, extensive product range, and flat-pack assembly. IKEA has experienced strong sales growth and expansion worldwide while maintaining sustainability practices in its supply chain and operations.
IKEA is a Swedish multinational company that manufactures and sells home furnishings and furniture at low prices. It dominates the market in 32 countries due to its focus on good quality products at low prices. IKEA develops products through an intensive process involving designers, manufacturers, and suppliers to ensure low costs while maintaining modern design, function, and environmental sustainability. It transports products efficiently and sells them unassembled to keep prices low, asking customers to assemble furniture themselves. This allows IKEA to fulfill its mantra of "low prices with meaning" and provide better living solutions for many people.
Similar to CHAPTER6Design Thinking and InnovationWhat is design thinkin.docx (20)
ENG315 Professional Scenarios
1. Saban is a top performing industrial equipment salesperson for D2D. After three years of working with his best client, he receives a text message from Pat (his direct manager) assigning him to a completely different account.
Pat has received complaints that Saban gets all of the good clients and is not a “team player.”
Saban responds to the message and asks for a meeting with Pat to discuss this change. Pat responds with another text message that reads: “Decision final. Everyone needs to get a chance to work with the best accounts so it is fair. Come by the office and pick up your new files.”
Moments later, Saban sends a text message to Karen, his regional manager and Pat’s boss. It simply reads, “We need to talk.”
2. Amber, Savannah, and Stephen work for Knowledge, Inc. (a consulting company). While on a conference call with Tim Rice Photography (an established client), the group discusses potential problems with a marketing campaign. Tim Rice, lead photographer and owner of Tim Rice Photography, is insistent the marketing is working and changes are not needed.
Amber reaches over to put Tim on “Mute” but accidently pushes a different button. She immediately says to Savannah and Stephen that the marketing campaign is not working and that “…Tim should stick to taking pretty pictures.”
Tim responds, “You know I can hear you, right?”
3. James shows up to work approximately five minutes late this morning, walks silently (but quickly) down the hallway and begins to punch in at the time clock located by the front desk.
Sarah, the front desk manager, says, "Good morning, James," but James ignores her, punches in, and heads into the shop to his workplace. Sarah rolls her eyes, picks up the phone, and dials the on-duty manager to alert her that James just arrived and should be reaching his desk any moment.
4. Paul works for the website division of SuperMega retail company. He receives an email late Friday afternoon that explains a new computer will launch at the end of next June and it will be in high demand with limited stock. Also contained in the three-page-message is that customers will be able to preorder the item 30 days before launch according to the production company. Paul is asked to create a landing page for consumers who are interested in learning more about the product.
By mistake, Paul sets up a preorder page for the product that afternoon (well in advance of the company authorized period) and late Friday evening consumers begin to preorder the product. Sharon, Vice President of Product Sales at SuperMega, learns of the error Saturday morning and calls Paul to arrange a meeting first thing Monday morning. Sharon explains to Paul on the phone that the company intends on canceling all of the preorders and Paul responds that the company should honor the preorders because it was not a consumer error. After a heated exchange, Paul hangs up on Sharon when she in.
ENG122 – Research Paper Peer Review InstructionsApply each of .docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
ENG122 – Research Paper Peer Review InstructionsApply each of th.docxchristinemaritza
ENG122 – Research Paper Peer Review Instructions
Apply each of the following questions to the paper you’ve selected to read. Provide thorough and thoughtful answers so the author can easily and appropriately revise.
Who is the main audience of this paper?
What is the main idea presented herein?
What information does the reader need to know about the idea for it to make sense?
Are examples clear and appropriate?
Is evidence or support for any claims provided?
Is the topic appropriate to the writing assignment? Does it need to be more general? More focused?
Are writer’s points organized in a logical way?
.
This document provides instructions for Assignment 2.1: Stance Essay Draft in an ENG 115 course. Students are asked to write a 3-4 page stance essay arguing a position on a topic and supporting it with evidence from the required WebText sources. The document outlines the requirements for the essay, including using third person point of view and a formal tone, writing an introduction with a clear thesis statement, including supporting paragraphs for each thesis point, using effective transitions and logical organization, and concluding in a way that leaves a lasting impression. Students are evaluated based on meeting criteria in these areas as well as applying proper grammar, mechanics, punctuation, and formatting according to SWS guidelines.
ENG 510 Final Project Milestone Three Guidelines and Rubric .docxchristinemaritza
This document provides guidelines and a rubric for Milestone Three of the ENG 510 Final Project. In this milestone, students are asked to analyze both a classic and contemporary text in terms of narrative structure, character development, literary conventions, and themes. Specifically, students must analyze each text's use of conflict, crisis, resolution, and character development, relate the author's choices to literary conventions of the time period, and evaluate how each text uses these elements to create its intended theme. The submission should be 3-4 pages following specific formatting guidelines and address all critical elements outlined in the rubric.
ENG-105 Peer Review Worksheet Rhetorical Analysis of a Public.docxchristinemaritza
ENG-105 Peer Review Worksheet: Rhetorical Analysis of a Public Document
Part of your responsibility as a student in this course is to provide quality feedback to your peers that will help them to improve their writing skills. This worksheet will assist you in providing that feedback. To highlight the text and type over the information in the boxes on this worksheet, double-click on the first word.
Name of the draft’s author: Type Author Name Here
Name of the peer reviewer: Type Reviewer Name Here
Reviewer
After reading through the draft one time, write a summary (3-5 sentences) of the paper that includes your assessment of how well the essay meets the assignment requirements as specified in the syllabus and the rubric.
Type 3-5 Sentence Summary Here
After a second, closer reading of the draft, answer each of the following questions. Positive answers will give you specific elements of the draft to praise; negative answers will indicate areas in need of improvement and revision. Please be sure to indicate at least three positive aspects of the draft and at least three areas for improvement in reply to the questions at the bottom of this worksheet.
Rhetorical Analysis Content and Ideas
· How effectively does the thesis statement identify the main points that the writer would like to make about the public document he or she is analyzing?
Type Answer Here
· How successful is the writer’s summary of the public document under study?
Type Answer Here
· How effective is the writer’s explanation and evaluation of the rhetorical situation, genre, and stance?
Type Answer Here
· How persuasively is evidence used to support assertions and enrich the essay?
Type Answer Here
· How effectively does the essay’s content support the thesis by analyzing the document and evaluating its effectiveness according to strategies from chapter 8 of Writing with Purpose?
Type Answer Here
Organization
· How effectively does the introduction engage the reader while providing an overview of the paper?
Type Answer Here
· Please identify the writer’s thesis and quote it in the box below.
Type Writer's Thesis Here
· How effectively do the paragraphs develop the topic sentence and advance the essay’s ideas?
Type Answer Here
· How effectively does the conclusion provide a strong, satisfying ending, not a mere summary of the essay?
Type Answer Here
Format
· How closely does the paper follow GCU formatting style? Is it double-spaced in 12 pt. Times New Roman font? Does it have 1" margins? Does it use headers (page numbers using appropriate header function)? Does it have a proper heading (with student’s name, date, course, and instructor’s name)?
|_|Yes |_|No Add optional clarification here
· Are all information, quotations, and borrowed ideas cited in parenthetical GCU format?
|_|Yes |_|No Add optional clarification here
· Are all sources listed on the references page in GCU format?
|_|Yes |_|No Add optional clarification here
· Is the required minimum number of sources li.
ENG 272-0Objective The purpose of this essay is t.docxchristinemaritza
ENG 272-0
Objective: The purpose of this essay is to make an analytical argument about connections across texts, time periods and cultures, and to situate this argument within the context of the existing critical discourse. You will need to select 3 primary texts to actively analyze in order to develop an argument of your own; you should make an argument about, not simply summarize, the primary texts.For the primary texts, choose one (1) work from each of the three (3) columns below.
Prompt:Based on Harper Lee's Pulitzer Prize winning book of 1961, To Kill A Mockingbird is set in small-town Alabama, 1932. Atticus Finch (played by Gregory Peck) is a lawyer and a widower with two young children, Jem and Scout. Atticus Finch is currently defending Tom Robinson, a black man accused of raping a white woman. Meanwhile, Jem and Scout are intrigued by their neighbors, the Radley’s, and the mysterious, seldom-seen Boo Radley in particular. The story features a number of “mockingbirds”—those who are scorned by society unfairly, and makes timeless insights about the nature of humanity and what it means to be human.
Option 1:Reflect on the film’s assertions, and then construct a thesis and write an essay that directly cites from a minimum of three (3) different texts considered in in this class, a minimum of one from each of the three columns below.
Option 2:With Lee’s story in mind, discuss and reflect on the following questions. What are the basic rights and liberties of a human in a social democracy? What effect does dehumanization have on the victim and the perpetrator? What is society’s role in facilitating the happiness and prosperity of its members? What role does conformity and blind adherence to tradition play in perpetuating inequality? Your response should directly cite from a minimum of three (3) different texts considered in ENG 272, a minimum of one from each of the three columns below.
· The essay must be 4-6 pages (1000-1500 words), typed, double-spaced in Times New Roman 12 pt. font with 1-inch margins. Include your name, the course #, the date, and an original title on the first page (standard MLA format). You are to use no sources other than the assigned texts from the table below; therefore, a Works Cited page is not necessary!!!!
The Enlightenment
Revolutions
Modernity
Kant-“What is Enlightenment?”
Descartes-“Discourse on Method”
Diderot-Encyclopedie
Wollstonecraft—“A Vindication of the Rights of Woman”
Paine-“Common Sense”
Paine-“Age of Reason”
Jefferson: Declaration of Independence
Jefferson: “On Equality”
Declaration of Sentiments
Declaration of Rights
DeGouges: The Rights of Woman
Douglass: The Narrative of the Life of Frederick Douglass
Kafka: Metamorphosis
Whitman: “Song of Myself”
Selected Dickenson poems
Wordsworth: “The World is Too Much with Us.”
Assignment: How does the Critical Race Theory apply to the study of dismattling the
school to prison pipeline.
1. 6-7 pages
.
ENG 360 01 American PoetrySpring 2019TuesdayFriday 800 –.docxchristinemaritza
ENG 360 01 American Poetry
Spring 2019
Tuesday/Friday 8:00 – 9:15 St. Mary’s B1
Brandon Clay
Course Description:
ENG 360 is a survey of a selection of American poetry and poetics from the Puritan era to the present, showing the effects of the Romantic revolution on an American Puritan tradition and the making of a national vernacular for poetry. Students will study poetic technique and read authors such as Bradstreet, Taylor, Freneau, Emerson, Longfellow, Poe, Thoreau, Whitman, Dickinson, Robinson, Dunbar, Crane, Stein, Sandburg, Stevens, Williams, Pound, H.D., Moore, Eliot, Millay, Hughes, Cullen, Zukofsky, Auden, Roethke, Bishop, Berryman, Brooks, Lowell, Plath, Glück, Levertov, Ginsberg, Merrill, Kinnell, Rich, Pinsky, and Collins. This is a writing intensive course and it meets literature requirements for graduation.
Course Learning Outcomes:
· To become familiar with the history of and different styles of American poetry
· To develop an understanding of the historical and social frameworks in which poems are written
· To understand different critical approaches to the interpretation of poetry
· To refine the critical and analytical skills used in verbal and written discussions of poetry
· To develop an enjoyment of and appreciation for poetry
Prerequisite:
ENG 142, earning a “C” or better.
Required Text(s):
Lehman, David, ed. The Oxford Book of American Poetry. Oxford: Oxford UP, 2006.
Expected Student Behavior in Class:
All students are expected to behave in a professional and courteous manner to both the professor and other students in class, and to follow the procedures as outlined in this syllabus for this course. If the professor deems that a student has failed to adhere to this standard, the professor shall make a report to both the Dean of the School of Arts & Sciences, and the Dean of Students. Please follow all policies as written in the 2018-2019 Student Handbook.
Preparation and Active Class Participation:
Students are required to read all works for the course. Assignments must be read prior to the class in which the particular work(s) will be discussed. Papers must be written in MLA format, using and citing quotations from primary and/or secondary sources. Written work is due at the beginning of class on the due date specified on the schedule below. Major writing assignments will be submitted electronically using Moodle and Turnitin.com. Some written work may also be turned in as a hard copy. Use white paper and 12 point, Times New Roman font with one-inch margins. All papers must be stapled and (per MLA format) include name, class title, instructor name, and due date in upper left hand corner.
Note that Student Performance counts for 15% of the final grade (complete grading system described below). This is defined as how a student conducts him/herself in the class, and refers specifically to attendance, lateness, manners, and respect towards professor and fellow students. A student can expect to receive a.
ENG 4034AHamlet Final AssessmentDUE DATE WEDNESDAY, 1220, 1.docxchristinemaritza
ENG 403/4A
Hamlet Final Assessment
DUE DATE: WEDNESDAY, 12/20, 11:30 PM
At the end of the Hamlet unit, you will have two choices to earn 100 points. These choices replace the final essay test that was in the course originally. You can choose only ONE of the following options, and the due date remains the same. These activities will be graded just like the test would have been, meaning there is no chance to redo or revise the assignment. However, this will be taken into consideration when I grade them.
No matter what option you choose, it must be completed in a Word document and labeled or titled so that it is clear to your teacher which option you chose. On your document, write it as a heading, like this:
Your first and last name
Date
Name of the option you chose
Models of each assignment can be found in class announcements.
Option #1: RAFT
A RAFT is a writing assignment that encourages you to uncover your own voice and formats for presenting your ideas about the content you are studying. In this design, you have a lot of freedom to choose what interests you.
· R = Role of the writer: Who are you as the writer?
· A = Audience: To whom are you writing?
· F = Format: In what format are you writing?
· T = Topic: What are you writing about?
The process:
1. Use the chart below to choose two characters from the ROLE column. Your goal is to write in the voice (Role) of YOUR CHARACTER.
2. Using the knowledge and understanding that you have gained throughout the reading and viewing of Hamlet, choose a related Audience, Format, and Topic from the chart below.
3. As you craft your creative writing assignment, be sure the character’s personality and motivations are evident. For instance, you could choose Ophelia (role), Hamlet (audience), blog entry (format) and betrayal (theme). Then you will write a blog entry from Ophelia’s point of view with Hamlet as the intended audience focused on the theme of betrayal.
4. Next, repeat this process for a different role, audience, format and theme.
5. Please see the model below (pg. 8) to understand what to do.
6. If you are unsure of what a particular format is, the best thing to do is look up examples online.
· YOU MUST CHOOSE TWO CHARACTERS FROM THE ROLE LIST AND COMPLETE TWO DIFFERENT RAFTS. THEY WILL BE WORTH 50 POINTS EACH AND MUST BE AT LEAST 200 WORDS EACH.
· To clarify, this means two different roles, two different audiences, two different formats and two different themes.
· You may use some words from the play, but if you do they MUST be exact and put in quotation marks. The goal, however, is to use your own words. No outside sources are to be used for this assignment.
· You can choose to write about a particular scene or event, or the play as a whole.
· You are in the voice of the character, so if you choose the role of Ophelia, then you will become her (first person POV) and reflect her personality and motivations in your writing.
Role
Audience
Format
Theme
Choose the role that you .
ENG 3107 Writing for the Professions—Business & Social Scienc.docxchristinemaritza
ENG 3107: Writing for the Professions—Business & Social Sciences
Rev.6.26.18
Project 2: Memorandum
Your Strategies for Recommendation Report
OWL Draft Due Date:
Final Draft Setup Requirement:
• Polished, properly formatted, 2-page memorandum, that begins with a standard
memo heading section that contains To, From, Subject, and Date
• 12-point Times New Roman font
• Single-spaced lines
• 1st or 3rd person point of view
WHAT: Write a 2-page memorandum (memo) addressed to your course instructor as its
intended audience. The goal of your memo is to persuade your instructor to approve your
strategies for constructing your Recommendation Report, where you will identify a problem
within a specific company or organization and persuade a specific audience to take action.
You must use the Rhetorical Structure outlined in the HOW section below.
NOTE: Rather than draft a shorter version of your Recommendation Report, describe what you
intend to do to create your Recommendation Report as written below.
HOW: BRAINSTORM: Here are some suggestions from Contemporary Business Communications
(Houghton Mifflin, 2009) to prompt your thinking about possible topics for the
Recommendation Report as you develop this memo assignment (the term "ABC company" is a
generic name and cannot be used for the assignment):
• comparison of home pages on the Internet for ABC industry
• dress policy for the ABC company
• buying versus leasing computers at ABC company or university
• developing a diversity training program at ABC company
• encouraging the use of mass transit at ABC company or university
• establishing a recycling policy at ABC company
• evaluating a charity for corporate giving at ABC company
• recommending a site for the annual convention of ABC association
• starting an employee newsletter at ABC company
• starting an onsite wellness program at ABC company or university
• best online source for office supplies at ABC company
• best shipping service (e.g. UPS, USPS, FedEx)
• most appropriate laptop computer for ABC company managers who travel
ENG 3107: Writing for the Professions—Business & Social Sciences
Rev.6.26.18
RHETORICAL STRUCTURE: Use the subheadings in bold below in your memo.
• Description: What problem or challenge will you address in your Recommendation
Report? Provide an overview in two or three sentences, explaining why the memo has
been written. Why is the problem/challenge important to address?
• Objective: What should your audience know and do/change as a result of your
Recommendation Report?
• Information: What evidence will you will need to gather to support your
recommendations in the Recommendation Report? Where do you think you will find
this information? How will this information help you persuade your reader of your
recommendation? (Do not conduct any research for this memo assignment, just
describe your research plans.)
• Audience: Who is .
ENG 271Plato and Aristotlea Classical Greek philosophe.docxchristinemaritza
Plato and Aristotle were two of the most influential philosophers of Classical Greece. Plato was a student of Socrates and founded the Academy in Athens, considered the first institution of higher learning. He is known for his dialogues that explored philosophical problems through questioning. Aristotle was a student of Plato and later taught Alexander the Great. He wrote on many topics including poetry, theater, and politics. Both made major contributions to Western philosophy and how we understand concepts like knowledge, justice, and the ideal state.
ENG 315 Professional Communication Week 4 Discussion Deliver.docxchristinemaritza
ENG 315: Professional Communication
Week 4 Discussion: Delivering Bad News Messages
Delivering Bad News Messages
In the Chapter 7 reading, you learned about inductive and deductive methods of reasoning and communication. Share an example of a "bad news message" either from the text or from an online article you've seen (provide a link, please, if you choose the latter option). Explain whether you believe inductive OR deductive reasoning would be more effective to share that bad news with others and why.
After you have responded to this starter thread, don't forget to reply to at least one classmate to meet the minimum posting frequency requirement.
Student Response:
Erica Collins
RE: Week 4 Discussion: Delivering Bad News Messages
"They never gave me a fair chance," That's unfair," "This just can't be." In this case I will have to go with inductive reasoning after reviewing in some ways they are so similar to one another. Inductive reasoning is more based on uncertainty and deductive reasoning is more factual. In this case the conversation is more of an assumption.
I would think deductive would be more effective to share because deductive focus more on facts. Deductive Reasoning is the basic form of valid reasoning in my words accurate information that can be proven. Inductive reasoning is the premises in which the premises are viewed as supplying some evidence for truth. In my words this seems more of an opinion until proven. Tom me they are similar you have to really read to understand the difference of inductive and deductive reasoning.
ENG 315: Professional Communication
Due Week 4 and worth 150 points
Choose one of the professional scenarios provided in Blackboard under the Course Info tab, (see next page) or click here to view them in a new window.
Write a Block Business Letter from the perspective of company management. It must provide bad news to the recipient and follow the guidelines outlined in Chapter 7: Delivering Bad-News Messages in BCOM9 (pages 116-136).
The message should take the block business letter form from the posted example; however, you will submit your assignment to the online course shell.
The block business letter must adhere to the following requirements:
Content:
Address the communication issue from the scenario.
Provide bad news from the company to the recipient.
Concentrate on the facts of the situation and use either the inductive or deductive approach.
Assume your recipient has previously requested a review of the situation via email, letter, or personal meeting with management.
Format:
Include the proper introductory elements (sender’s address, date, recipient’s address). You may create any details necessary in the introductory elements to complete the assignment.
Provide an appropriate and professional greeting / salutation.
Single space paragraphs and double space between paragraphs.
Limit the letter to one page in length.
Clarity / Mechanics:
Focus on clarity, writing mechanics, .
ENG 315 Professional Communication Week 9Professional Exp.docxchristinemaritza
ENG 315: Professional Communication
Week 9
Professional Experience #5
Due at the end of Week 9 and worth 22 points
(Not eligible for late policy unless an approved, documented exception provided)
For Professional Experience #5, you will develop a promotional message. This can be an email, letter, info graphic, image, or any other relevant material that answers the following question:
Why should students take a Professional Communications course?
Instructions:
Step One: Choose the type of file you want to use to develop your promotional message (Word document, PowerPoint, etc.) and open a new file in that type and save to your desktop, using the following file name format:
Your_Name_Wk9_Promotion
Example: Ed_Buchanan_Wk9_Promotion
Step Two: Develop a promotional message that is no more than one page to explain why students should take a professional communications course.
Step Three: Submit your completed promotional message file for your instructor’s review using the Professional Experience #5 assignment link the Week 9 in Blackboard. Check that you have saved all changes and that your file name is follows this naming convention: Your_Name_Wk9_Promotion.
In order to receive credit for completing this task, you must:
Ensure your message is no more than one page.
Provide an effective answer to the question of why students should take a professional communication’s class.
Submit the file to Blackboard using the Professional Experience #5 link in the week 9 tab in Blackboard.
Note: This is a pass/fail assignment. All elements must be completed simulating the workplace environment where incomplete work is not accepted.
The professional experience assignments are designed to help prepare you for that environment. To earn credit, make sure you complete all elements and follow the instructions exactly as written. This is a pass/fail assignment, so no partial credit is possible. Assignments that follow directions as written will receive full credit, 22 points. Assignments that are incomplete or do not follow directions will be scored at a zero.
The specific course learning outcomes associated with this assignment are:
Plan, create, and evaluate professional documents.
Write clearly, coherently, and persuasively using proper grammar, mechanics, and formatting appropriate to the situation.
Deliver professional information to various audiences using appropriate tone, style, and format.
Learn communication fundamentals and execute various professional tasks in a collaborative manner.
Analyze professional communication examples to assist in revision.
ENG 315: Professional Communication
Week 9 Discussion: Professional Networking
Part 1:
Professional Networking
Select ONE of the following:
Discuss three (3) reasons for utilizing professional networking during the job-hunting process. Note: Some potential points to consider include: developing a professional network, experiences you had presenting your resume at a job fair, or inter.
ENG 202 Questions about Point of View in Ursula K. Le Guin’s .docxchristinemaritza
ENG 202: Questions about Point of View in Ursula K. Le Guin’s “The Wife’s Story” (284-287), Alice
Walker’s “Olive Oil” and Meron Hadero’s “The Suitcase” (both in folder) 7 questions: 50 points total
Read everything carefully. This is designed to provide a learning experience.
Writers often use one of these three types of narration:
First-person narration uses “I” because “one character is telling the story from [his/her] point
of view.” In other words, we step into the skin of this character and move through the story
seeing everything through his/her eyes alone. To best illustrate first-person narration, choose
parts of the story that show the character revealing intimate thoughts/feelings, something we
can see only by having access to his/her heart & mind. This is a useful point of view to show a
character’s change of heart, to trick a reader, and/or to make the reader realize that s/he
understands more than the narrator does.
Third-person omniscient narration: “The narrator sees into the minds of any or all of
the characters, moving when necessary from one to another.” In other words, the
narrator is god-like (all-knowing) with the ability to report on the thoughts of multiple
characters. To best illustrate omniscient third-person narration, choose parts of the
story that show characters’ private thoughts/feelings revealed only to us, not the
others. This can be a very satisfying point of view because we know what is on many or
all characters' minds and do not have to guess. This is a useful point of view to show
how events impact characters in the story.
Third-person limited narration “reduces the narrator’s scope to a single
character.” In other words, the narrator does not know all but is rather
limited to the inner thoughts of one character; however, this narrator can
also objectively report on the environment surrounding this character. To
best illustrate third-person limited, choose parts of the story that
illustrate this character’s thoughts/feelings that are only revealed to
us, not to the others; additionally, choose parts of the story that show
objective reporting of events. This is a useful point of view for stories
that highlight a dynamic between a character and the world.
Each story this week uses a different type of narration.
“The Wife’s Story” uses first-person narration: the story is told from the point of view of the
wife.
1) Quote a part of the story that proves it is written in first-person narration. To earn
full points, choose wisely. To best illustrate first-person narration, choose a part of
the story that shows the wife revealing an intimate thought/feeling, something we can
see only by having access to her heart/mind. To earn full points, achieve correct
integration, punctuation, and citation by using the format below. (8 points)
Highlighting is just for lesson clarity.
Quotation Format
The wife reveals, “Quotation” (#)..
ENG 220250 Lab Report Requirements Version 0.8 -- 0813201.docxchristinemaritza
ENG 220/250 Lab Report Requirements
Version 0.8 -- 08/13/2018
I. General Requirements
The length of a lab report must not exceed 10 typewritten pages. This
includes any and all attachments included in the report.
The font size used in the body of the report must not exceed 12 pts.
The lab report must be submitted as a single document file with all of
the required attachments included.
[Refer to Exhibit #1]
Reports submitted electronically must be in the Adobe PDF format.
For any videos submitted (online students only):
They must have a minimum video resolution of 480p.
The maximum length for any video submitted must not exceed 5
minutes.
Due to their large file size, the video files must not be sent as
email attachments.
They can be uploaded to cloud storage (Dropbox, Google Drive, One
Drive, etc.). The link to the video file can then be submitted
via email.
II. Required Attachments
MultiSim simulation screenshots
The only simulation software that can be used for any lab
assignments in this course is MultiSim.
[Refer to Exhibit #2]
The simulation(s) shown on the lab report must show the same
types of measuring instruments that were used to perform the lab.
[Refer to Exhibit #3]
The illustration(s) included in the lab report must be actual
screenshots of the circuit simulation.
[Refer to Exhibit #4]
All screenshots of circuit simulations included in the report
must show the values being measured.
[Refer to Exhibit #5]
The screenshot(s) must be included in the body of the report.
They must be properly labelled and referenced in the lab report.
Printouts from MultiSim are not acceptable.
[Refer to Exhibit #6]
Raw Data
A copy of the original hand-written data sheet that you used to
record the data must be included in the lab report.
[Refer to Exhibit #7]
If the data is recorded on the lab assignment sheet, include only
the portion of the assignment sheet that you wrote your data on.
[Refer to Exhibit #8]
III. Lab Report Requirements
Equipment Documentation
The lab reports must include the make, model, and serial number
of lab equipment used in performing the lab. The equipment
includes
● Multimeters
● Capacitance and inductance testers
● Oscilloscopes
● Function generators
● Power Supplies
[Refer to Exhibit #9]
Lab Procedure
The lab procedure that you used must be documented in the report
as a step-by-step process. Bullet points or numbers must be used
to identify each step.
[Refer to Exhibit #10]
Data
Data must be shown in tabular format and all headings must be
clearly labelled along with the proper units of measurement.
[Refer to Exhibit #11]
No more than 2 to 4 decimal places are required for the showing
of data values. The use of engineering notation and/or metric
units of measurement is strongly recommended.
[Refer to Exhibit #12]
Showing ca.
ENG 203 Short Article Response 2 Sample Answer (Worth 13 mark.docxchristinemaritza
ENG 203: Short Article Response 2
Sample Answer
(Worth 13 marks)
ENGL 203 -Response Assignment 2: Sample Answer
1
Writing a Short Article Response (3 paragraph format + concluding sentence)
Paragraph 1:
Introduction
Introduction (summary) paragraph
· include APA citation of title, author, date + main idea of the whole article
· Brief summary of article (2 to 3 sentences)
· Last sentence is the thesis statement –
o must include your opinion/position + any two focus points from the article you have chosen to respond to
Paragraph 2:
Response Paragraph 1
Response to your first focus point from article #1
Paragraph 3:
Response Paragraph 2
Response to 2nd focus point from the article # 2
Paragraph 4: (optional)
Conclusion
Restate your thesis in slightly different words with concluding thoughts/summary of your responses
Length
300 to 400 words
*No Quotations, please paraphrase all sentences
A Response to “Access to Higher Education”
First sentence: APA Citation + reporting verb + main idea of whole article
In the article “Access to Higher Education,” Moola (2015) discussed the possible factors affecting one’s choice in attending higher education. Many people believe that the dramatic rise in college tuition is the main cause of inaccessibility to college. However, parental education backgrounds and their influence on children, admission selectivity categories in universities, unawareness of student aid opportunities, and coping with personal and social challenges are all having effects on a person’s option regarding their enrollment in colleges. Several negative consequences may occur if tertiary education is considered as a right such as negligence of studies and decrement in pass rate. While it is true that higher educational institutes admit students based on certain criteria, one could argue that it is unfair that universities prefer the wealthy, and those who are academically excellent.
Summary sentences (2 to 3)
Student Thesis: 2 focus points + opinion/position phrases (one positive, one negative)
Firstly, this article overlooked the fact that financial aid is not available for everyone and student loans have to be paid back. The author suggested that if university fees are not affordable, students can apply for academic grants and loans. However, scholarships and academic awards are distributed on a highly competitive basis, and therefore, only students who meet the eligibility requirements can benefit from them. Student financial aid does not cover all fees as well, and students awarded grants have to find other sources of financial aid to cover university fees and living costs. Many universities have a limited number or do not offer merit-scholarships at all, making it difficult for low-income students to be enrolled in their institution. Moreover, student loans usually carry interests that will keep increasing until repaid, resulting in large numbers of fresh graduates getting into debts.
Topic sentence: 1st focu.
ENG 130 Literature and Comp ENG 130 Argumentative Resear.docxchristinemaritza
This document provides guidance for an argumentative research essay assignment on August Wilson's play Fences. Students must choose one of four conflicts - Troy vs Society, Troy vs Himself, Troy vs Family, or Troy vs Death - and argue that it is the main driver of the other elements in the story. The document outlines the requirements, including a 3-4 page essay in APA format with an introduction, thesis, evidence from the play and outside sources, and integration of course concepts. It also provides a rubric for grading and notes on developing an argument, incorporating research, and using proper in-text citations.
ENG 132What’s Wrong With HoldenHere’s What You Should Do, .docxchristinemaritza
ENG 132
What’s Wrong With Holden?/Here’s What You Should Do, Holden…
Spring 2019
Your next project will involve gathering, recording, and analyzing information about
The Catcher in the Rye
.
The goal is to provide the reader with a better understanding of the novel’s main character, Holden Caulfield.
Think about his behavior in terms of cause and effect.
Your essay should focus either on reasons for his behavior (What’s Wrong With Holden?), or the results of Holden’s choices (Here’s What You Should Do, Holden…).
If you choose the latter, include a section that presents advice/guidance (kind of like Old Spencer).
Make sure to use research to support your ideas!
Here are the requirements:
1. 3-4 sources (books, articles, interviews, media, etc.)
2. A 2-page summary of the novel
3. A short essay (2-3 pages) that incorporates the information you gathered and supports some type of causal argument.
4. An MLA “Works Cited” in the essay (it doesn’t count as a page).
.
ENG 130- Literature and Comp Literary Response for Setting.docxchristinemaritza
ENG 130- Literature and Comp
Literary Response for Setting as a Device
Essay ENG 130: Literary Response for Setting
Sources: Choose one of the stories that you read in Unit 2/Setting Unit
“To Build a Fire” by Jack London
“The Storm” by Kate Chopin
“This is What It Means to Say Phoenix, Arizona” by Alexie
“The Cask of Amontillado” by Edgar Allan Poe
Prompt (What are you writing about?):
How does Setting affect/contribute to the plot of your chosen story?
Note: Remember that Setting is not only the place in which a story occurs. It is also mood,
weather, time, and atmosphere. These things drive other parts of the story.
How to get started:
Choose a story from this unit and discern all the elements of the Setting.
Decide in what three ways the setting contributes to the plot of your chosen story.
Formulate a thesis about setting and these three areas.
Mini lesson on thesis statements:
If you were writing about Star Wars, a sample thesis might read:
The setting in the Star Wars movies contributes to the desperateness of the
Resistance forces, provides a vast space for action and conflicts to occur,
focuses on how advances will affect society.
Broken down, this thesis would read:
The Setting in the Star Wars movies:
a. contributes to the desperateness of the Resistance forces (write
a supporting section with text examples)
b. provides a vast space for action and conflicts to occur, focuses
on how advances will affect society (write a supporting section
with text examples)
c. focuses on how advances will affect society (write a supporting
section with text examples)
Ask yourself, what is the setting of my story and how does it affect the plot
in the story?
For example, it is apparent that in London’s “To Build a Fire,” you would
devote a supporting section to how the weather conditions drive both the
conflict and the character’s actions.
After you have made connections to the three areas that setting affects, then
form your thesis. Here is a template for your thesis:
The Setting in author’s name and title of the story, contributes to first way
in which the setting affects the story, second way in which setting affects
the story, third way in which setting affects the story.
Instructions:
Read through all of the instructions of this assignment.
Read all of the unit resources.
Select one of the short stories to write about.
Your audience for this essay is people who have read the stories.
Your essay prompt is: How does Setting affect/contribute to the plot of your chosen story?
Your essay will have the following components:
o A title page
o An Introduction
o A thesis at the end of the introduction that clearly states how setting affects the story
o Supporting sections that defend your thesis/focus of the essay
o Text support with properly cited in-text citations
o A concluding paragraph
o A re.
ENG 130 Literature and Comp Literary Response for Point o.docxchristinemaritza
ENG 130: Literature and Comp
Literary Response for Point of View as a Device
Essay for Eng130: Point of View/Perspective
Sources: All of the short stories and plays you have read so far in this course.
Prompt (what are you writing about?):
Choose any of the literature that you have read in this course and choose one of the
following options:
a. In 3 pages or more, write an additional part of the story from a different character’s
perspective (example: write from Fortunatos’ perspective as he is being walled up
in to the catacombs, or perhaps from the perspective of Mrs. Hutchinson as she
prepares food on the morning of The Lottery).
OR
b. In 3 pages or more, write an additional part of the story from a different point of
view than that in which the story is written (example: write from the 1st person point
of view of the man in “To Build a Fire” as he realizes he is going to freeze to death,
or perhaps from the first person point of view of Cory in Fences as his father
blocks his dreams of going to college. Let the reader know what is going on in
their minds).
Note: Take a moment to email your instructor with your creative plan so that you know you
are on the right track.
Instructions (how to get it done):
Choose any of the short stories or plays you have read in this course.
Write a 3 or more page response in which you write an additional part of the story
from a different character’s perspective or a character’s different point of view.
Your audience for this response will be people who have read the stories.
Requirements:
Your response should be a minimum of 3 pages.
Your response should have a properly APA formatted title page.
It should also be double spaced, written in Times New Roman, in 12 point font and
with 1 inch margins.
You should have a reference page that includes the piece of literature you chose.
Please be cautious about plagiarism.
Be sure to read before you write, and again after you write.
Rubric for Point of View Response
Does Not Meet
Expectations
0-11
Below
Expectations
12-13
Needs
Improvement
14-15
Satisfactory
16-17
Meets
Expectations
18-20
Content
Writing is
disorganized or
not clearly
defined and/or
shows a
misunderstanding
of the task.
Writing is
minimally
organized. Use of
different
perspective is
underdeveloped.
Writing is
effective. Use of
different
perspective is
basic and
requires more
creativity.
Writing contains
related, quality
paragraphs. Use
of different
perspective is
effective
Writing is
purposeful and
focused. Use of
different
perspective is
highly effective
and thought
provoking.
Vocabulary/
Word Choice
Word choice is
weak.
Language and
phrasing is
inappropriate,
repetitive or lacks
meaning.
Dialogue, if used,
sounds forced.
Word choice is
limited.
Language and
phrasing lack
inspiration.
Dialogue, if used,
.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
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Liberal Approach to the Study of Indian Politics.pdf
CHAPTER6Design Thinking and InnovationWhat is design thinkin.docx
1. CHAPTER6
Design Thinking and Innovation
W
hat is design thinking? How can it be used to create significant
innovation? Are there steps that can be followed to implement
design thinking on an individual or company basis? Are there
good examples of the successful use of design thinking in an
organization?
Scenario: IKEA
Ingvar Kamprad was born in southern Sweden on March 30,
1926, and was raised on a farm called Elmtaryd near the small
village of Agunnaryd. Even as a young boy, Kamprad had an
entrepreneurial spirit. At the age of 5, he discovered a good
profit could be made by buying matches cheaply in bulk in
Stockholm and then individually reselling the matches to his
neighbors in the country. He started by selling matches to his
closest neighbors, but by the time he was 7, Kamprad put his
growing match business on wheels, using his bicycle to sell
matches to customers farther and farther from Elmtaryd.
Gradually, Kamprad expanded his business offerings from
selling only matches to also selling flower seeds, greeting
cards, holiday decorations, pencils, and ballpoint pens.
In 1943, when Ingvar Kamprad completed school at the age of
17, his father gave him some money as a reward for doing well.
Kamprad, the eternal entrepreneur, used this money to establish
IKEA. The name IKEA was formed from his initials (I and K)
and the first letters of Elmtaryd and Agunnaryd, the farm and
village where he grew up. Initially, IKEA focused on the
products Kamprad was already selling, but gradually the
company expanded the product offerings to include wallets,
watches, and jewelry. Within 2 short years, IKEA grew to such
an extent that Kamprad could no longer make individual sales
calls, and he launched a mail order service to continue meeting
the growing customer demands for his products.
2. In 1948—just 5 years after starting IKEA—Kamprad introduced
his first line of furniture using local manufacturers in the
forests close to his home to supply the finished goods. The
furniture line was a huge success, and Kamprad believed IKEA
could become a large-scale furniture provider. In 1951,
Kamprad decided to discontinue all other product lines in order
to focus the company’s attention solely on producing furniture.
He launched the IKEA catalog strategy, which today remains
one of IKEA’s major advertising strategies. However, around
this same time, IKEA became embroiled in a pricing war with
its main competitor. As the two companies continued lowering
prices, Kamprad became concerned about the quality of the
furniture and the image customers would have of their quality.
To address these concerns, in 1953 IKEA opened its initial
furniture showroom to demonstrate the function and quality of
IKEA’s low-priced products. Located in Älmhult, Sweden, this
first showroom was well received by customers because, for the
first time, they could see the products in real life before
purchasing them. The showroom concept worked, and it became
a competitive differentiator with customers choosing IKEA over
its competitors, leading to greater sales volumes.
In 1956, IKEA embarked on another mission that would change
the company forever. In response to a supplier boycott
organized by their competitors, IKEA began the process of
vertically integrating their company by designing their own
furniture. Coincidentally, around this same time, a local
draughtsman realized that if he took the legs off an IKEA table,
he could fit the table into the trunk of his car. Kamprad
recognized the advantages of shipping furniture in such a way,
and almost overnight, IKEA launched the flat pack model and
revolutionized the company and the furniture industry. Going
forward, IKEA designed furniture that could be shipped in flat
packaging and assembled by customers after purchase, leading
to easier transportation of furniture to customer homes as well
as lower prices.
Throughout the next decade, IKEA expanded its stores from
3. Sweden to neighboring countries including Denmark, Germany,
and Switzerland. As increasing numbers of people showed up at
IKEA showrooms, Kamprad decided to change the layout of the
stores from that of a showroom to a self-service warehouse
model that allowed customers to select and load their own
furniture. This helped IKEA to further improve the customer
experience and drive costs down even further. Wherever IKEA
expanded to, it was successful in creating a cult-like following
from its customers. IKEA opened its first store in the United
States in 1985 and has grown today to be a global retail brand
with over 131,000 employees. As of August 2011, the IKEA
group operated 287 stores in 26 countries.
Kamprad’s vision has been the driving force behind IKEA’s
continued success. In 1976, Kamprad wrote and published The
Testament of a FurnitureDealer, documenting IKEA’s vision
and business idea, which had a strong influence on the
development and vitality of IKEA’s corporate culture. From
inception, IKEA has been dedicated to meeting customer
demands and providing them with high quality, well-functioning
products at low prices. IKEA in its design thinking has
intentionally kept product lines simple to minimize the potential
for damage during transport and make it easier for customers to
take their furniture home themselves. Kamprad believes his
company exists not just to improve people’s lives but to
improve the people themselves (“Famous Entrepreneur Advice,”
n.d.). By allowing customers to select their furniture from the
self-service warehouse store and to easily assemble their
furniture at home, Kamprad believes he is improving customers’
self-sufficiency and self-confidence. The vision of IKEA
helping people to improve themselves is reinforced in IKEA’s
advertising and catalog.
Despite being one of the richest people in the world, Ingvar
Kamprad also has a legendary reputation for thriftiness. He has
always tried to set a good example for his employees by
working hard and cutting costs wherever he can. He is the
personification of the company he created and inherently
4. understands that his workers look to him for direction.
Kamprad’s level of frugality is matched only by his desire to
make the most of his time. One of his most important maxims
that he outlines in his The Testament of a FurnitureDealer is
that “most things still remain to be done.” It is with the goals of
efficiency and persistent work that the corporate philosophy of
IKEA is built upon. An example of this is IKEA’s focus on
strictly maintaining a flat management structure within the
organization.
Kamprad has repeatedly refused to take IKEA public, stating
that it would slow the quick decision-making processes that
allowed for IKEA’s phenomenal growth. In 1982, Kamprad
established IKEA Group and gave his shares to Stitching
INGKA Foundation, a charity supporting “innovation in the
field of architecture and interior” (“IKEA: Flat-Pack
Accounting,” 2006). Kamprad made this move for the express
objective of avoiding high taxes in Sweden and to ensure the
company he worked so hard to build could not be ruined or sold
by future members of the Kamprad family. In 1986, Kamprad
retired from the CEO position and has since taken up an
advisory role to the holding company.
Through working hard, having a keen ability to turn obstacles
into competitive advantages, and encouraging what is now
labeled as Design Thinking, Kamprad successfully built one of
the largest and most profitable companies in history and
distinguished himself as one of the most savvy and successful
entrepreneurs of our time. Although his career has not been
without its share of controversy, Kamprad has always owned up
to his mistakes and is famous for saying, “Only those who are
asleep make no mistakes” (“SUCCESS Quotes by Legendary
Billionaires,” n.d.).
Definition of Design Thinking
Design thinking is a new approach to create breakthrough
innovation and promote high-performance collaboration. It is
quite different from analytical thinking and is a process for
action. It is a method for discovering new opportunities and
5. solving problems. While there are a variety of techniques and
tools that can be used, the core process is somewhat universal.
Aspects of Design Thinking
It is generally understood that there are five key elements in
design thinking: (1) defining the problem, (2) developing the
options, (3) determining the direction, (4) selecting the best
solution, and (5) executing. The steps have some degree of
similarity to those in the scientific process. Each of these will
be discussed in turn.
Defining the Problem
This first step, correctly defining the problem, while sounding
simple is often the most difficult of design thinking. If the right
problem is not defined, then of course the solution, if obtained,
is for something else. Defining the problem is usually a team
effort with a significant amount of participation by each team
member.
Defining the problem usually involves observation—discerning
what individuals actually do versus what they may say they do.
It also involves cross-functional thinking trying to find the real
issues involved. Any preconceived notions or judgments need to
be abandoned so that the right problem can be defined in such a
way that creative solutions can occur. If the problem is a sitting
apparatus, the problem is not to design a chair but to design
something to suspend a person from the floor.
Developing the Options
Once the problem is defined, the second element—developing
the options—takes place. Care should be taken not to take the
same approach as has been used in the past. Design thinking
requires the creation of several solutions to the problem for
consideration even when one solution seems obvious. For this to
occur, multiple perspectives and team involvement are
important. Multiple people involved develop a far richer range
of solutions.
Determining the Direction
This third stage—determining the direction—requires that the
most promising solutions are carefully nurtured. An
6. environment in the organization needs to be created so that each
solution can be allowed to develop and grow. This environment
of experimentation and testing allows the best solution to
emerge. Often during this stage, ideas are combined to form an
even better solution.
Selecting the Best
Solution
From the many solutions maturing from the previous stage, the
best solution can be selected. Prototypes of this solution are
created and tested. This vigorous testing helps to ensure that the
final solution is the best possible one.
Executing
Once the optimal form of the solution to the problem is found,
the solution needs to be implemented. This execution element
may prove difficult particularly when significant change is
involved. Design thinking involves the acceptance of change
and risk, which is often not easily embraced both by individuals
and organizations. Execution also involves implementing design
thinking on a continual basis as it is a repeatable process that
will result in creative solutions to problems defined.
Organizational Barriers
Even when the best methodology and techniques are employed,
for design thinking to succeed, there is a need for organizational
7. commitment. When first understanding design thinking, an
organization should be prepared to fail at the beginning. Most
people find it difficult to use their imaginations and react to
distractions. In design thinking, failure is not necessarily bad as
it can often lead to success. Design thinking focuses on and
nurtures a number of alternatives until the best solution
emerges. Some common organization issues develop the
following barriers to the successful implementation of design
thinking.
Lack of Management Commitment
This barrier is a significant one that occurs in organizations.
Top-level management must openly endorse and practice design
thinking. Without this, employees at lower levels of the
organization will not embrace and practice it themselves. In
many cases, there is resistance at some level in the
organization. This permafrost or resistance to using design
thinking needs to be unfrozen through training and education. In
some cases, the only method of removal is eliminating or
reassigning the source of the permafrost.
Lack of Performance Indicators
Another barrier to the successful use of design thinking is due
to the lack of measureable indicators of success. The lack of a
quantifiable framework to measure the output of design thinking
makes it difficult for some organizations to accept and
implement it as a problem solving methodology. In some
8. organizations, it is important to begin design thinking by
focusing on a small problem with a significant upside potential.
Resistance to Change
As with anything new, people and organizations are resistant to
change even when they think it is a good thing. This is
particularly the case when it causes discomfort and a change in
behavior. The more radical the change in behavior that is
required in an organization to adopt design thinking, the more
the resistance to this change will occur. When this is the case, it
is often easier to start the first design thinking process on a
problem that is totally outside the usual domain. Once
individuals become familiar with the technique, it can then be
used to focus on solutions to problems in their usual domain.
Three companies will be discussed that have overcome these
and other organizational barriers and successfully implemented
design thinking: (1) IDEO, (2) Redbox Automated Retail LLC,
and (3) IKEA.
Table 6.1 Characteristics of a Design-Thinking Organization
• Supports people
• Protects people
• Tolerates mistakes
• Advises people
• Takes risks
• Shares a vision
• Delegates to those closest to the problem
9. • Tolerates internal competition
• Stimulates creativity
• Actively searches for ideas
• Tolerates disorder
• Encourages experimentation and tests
• Trusts people
• Tolerates ambiguity
• Does not interfere
Overall Culture
The overall culture of the organization can either support or
inhibit design thinking. An organizational culture that is guided
by a vision, encourages freedom, and has such characteristics as
trust, belief in people, expandability, people growth, and job
ownership allows more creativity to occur and increases the
quality and output of design thinking versus a more traditional
organizational culture. This type of organization provides an
environment for employees to want to own their jobs and do
everything possible to make the organization and the results of
their position world class. A list of the characteristics of this
type of organization is found in Table 6.1. The overall cultural
climate is one of sharing, trying something new, suggesting and
experimenting, and feeling responsible.
IDEO
The company that is probably most well known for successfully
implementing design thinking to solve problems in a variety of
10. company situations is IDEO. These applications include
designing the Pilates Allegro 2 Reformer, building the ultimate
utility bicycle, designing Walgreens’ community pharmacy,
designing the Steelcase node chair, developing Gannett
Company’s bold italic, designing Changi General Hospital’s
orthopedic clinic patient experience, and designing the ideal
home for the Wounded Warriors.
In one project for Bank of America, IDEO worked with a team
from the bank focused on the consumer behavior of putting their
change received in a jar at home. Once the jar is full, it is either
spent on something special or else deposited in a bank account.
To mirror this behavior, in 2005, Bank of America launched a
new savings account service called “Keep the Change.”
Customers who apply for and use their new debit card to make
purchases can round up the purchase to the nearest dollar and
have the difference deposited directly in their savings account.
While this design thinking output encourages people to save,
appealing to each individual’s instinctive desire to put money
aside in a painless way, the real payoff is an emotional one—
seeing an increase in the monthly savings account statement
without much effort.
IDEO also used design thinking with a team from Kaiser
Permanente, a large health care provider. Kaiser wanted all of
its administrators, doctors, and nurses to use design thinking in
providing solutions to problems encountered and inspire new
11. ideas. One project was to reengineer nursing shift changes at
several Kaiser hospitals. The team from IDEO and the hospital
working with frontline practitioners from each hospital first
identified the problems occurring during shift changes.
Potential solutions were explored through brainstorming and
service prototyping. The options were evaluated to determine
the best solution to shift changing, which was then
implemented.
Besides services, IDEO has worked on a variety of products in
the health care area. When a group of surgeons were describing
the ideal product for sinus surgery and all its characteristics and
features, the team from IDEO created some initial designs and
prototypes. These were then tested and evaluated and a final
prototype was developed, which was followed by the final
product for sinus surgery. These examples of IDEO using design
thinking show the one basic rule for success: Keep as many
options in play as long as possible so that the best possible
solution can emerge.
Redbox Automated Retail, LLC
Redbox Automated Retail, LLC, a wholly owned subsidiary of
Coinstar, Inc., provides Blu-ray discs, newly released DVDs,
and/or video games for rent through conveniently located
kiosks. The over 35,400 kiosks, designed with the assistance of
IDEO, are located in places where individuals shop, making
renting and returning a convenient, simple, timely process. The
12. new self-service kiosk, developed through the design thinking
process, enhances the consumer experience in making an
average $2 rental by moving them through stages in the decision
process: attract, educate, and engage. The layered signage
attracts the consumers to the red box where they can browse
(educate) through the changing titles and easily make the
purchase decision (engage).
The new kiosks are in locations throughout the United States
inside and outside of leading grocery, drug, and convenience
stores such as Walgreens and Walmart as well as fast-food
franchises such as McDonald’s. Redbox contributed to the
increased market share in this rental market from kiosks and
achieved its 2 billionth rental at a McDonald’s restaurant in
Philomath, Oregon. The company feels the new kiosk created
through the design thinking process contributed significantly to
its success and growth.
IKEA
The company appropriately featured as the scenario to this
chapter, IKEA, is a great example of the design thinking
process. As stated earlier, IKEA was founded in 1943 in a small
village (Agunnaryd) in Sweden; their vision is to create a better
everyday life through modern yet not trendy home furnishings.
The vision transferred into a wide range of uniquely designed
home furnishing products that are very functional in nature.
Each product reflects the Swedish approach to design thinking.
13. Each is attractive yet functional, human-oriented, and
environmentally friendly. The unique design thinking apparent
in each home furnishing product represents the healthy, fresh
Swedish lifestyle. The carefully chosen colors and materials are
part of this design thinking allowing IKEA to be a major retail
player in over 45 countries. By maximizing the functionality,
use of raw materials, and efficient production, IKEA can meet
the needs and desires of the market at a low cost. This low cost
and resulting lower retail price allows the home furnishings to
appeal to a broad market.
IKEA’s vision is evident in its outreach and promotional
efforts. In 2011, the company launched Share Space—a
community photo-sharing website where individuals can share
photos using IKEA products in their own living spaces.
Customers are encouraged to share their own design thinking by
sharing their personal solutions to design challenges in their
living rooms, kitchens, or other areas in the home. One room
will be selected by IKEA design experts as the “Pick of the
Week” and is then featured on the Share Space homepage and in
the company’s blog.
Another unique project is the Life Improvement Project (LIP) to
inspire consumers to create a better life for themselves. This
program communicates the brand and the vision of the company.
One feature of the LIP is the Life Improvement Sabbatical
contest. The winner receives one year off from work and
14. $100,000 to advance any project that improves the lives of
others.
Future
As is evident in each of these examples as well as in many
organizations around the world, design thinking has provided
many benefits and interesting results. Through this new process
format, design thinking allowed organizations to expand their
ideas and offerings resulting in many successes but also many
failures. Some organizations turned the process into a linear
step-by-step methodology that often delivered nothing creative
and at best incremental change and innovation. While design
thinking will of course continue to be used with mixed results in
the future, two other approaches also offer a way to switch
between multiple perspectives and institute creativity—(1)
futures thinking and creative intelligence (CQ).
Futures Thinking
Futures thinking combines data, trend analysis, intuition, and
imagination to develop sustainable paths of action. It is a set of
practices and principles for solving problems regardless of their
degree of complexity. It consists basically of four aspects: (1)
asking the question, (2) scanning the world, (3) mapping the
possibilities, and (4) asking the next question. Like design
thinking, futures thinking is an iterative process to consider a
range of possibilities and outcomes. This new way of thinking is
based on practical research and analysis in challenging
15. assumptions about the problem and its most favorable solution.
Creative Intelligence
Since one of the major objectives of design thinking was to
stimulate creativity, this is the prime focus of CQ, framing
problems in new ways in order to develop original solutions. It
is more of a sociological approach with creativity emerging
from group activity. CQ is a hybrid of design thinking, scenario
planning, systems thinking, and gaming.
References
Famous entrepreneur advice. (n.d.). Retrieved March 17, 2013,
from www.evancarmichael.com/Famous-
Entrepreneurs/825/summary.php
IKEA: Flat-pack accounting. (2006, May 11). The
Economist,379(8477), 76.
Kamprad, I. (1976). The testament of a furniture dealer: A little
IKEA dictionary. Netherlands: Inter IKEA Systems B.V.
SUCCESS quotes by legendary billionaires. (n.d.). Retrieved
March 17, 2013, from www.mycomeup.com/Success-
Quotes/SUCCESS-Quotes-By-Legendary-Billionaires-Updated-
Version.html
Suggested Readings
Fraser, H. (2006, Spring/Summer). Turning design thinking into
design doing. RotmanMagazine, 24–28.
In this article, Heather Fraser, director of Business Design
Initiatives in the Desautels Centre for Integrative Thinking at
16. the Rotman School, exposes the different lessons on how best to
transform “inspiration into implementation.” If design is now
considered a business necessity for competitive edge, it is
crucial for business leaders to understand how to truly convert
design into “an accessible, doable program.” The author argues
that design thinking is far from being “an attribute”; it is
fundamentally about action.
Mootee, I. (2011, March). Strategic innovation and the fuzzy
front end. Ivey Business Journal, 21, 38–42.
The author presents the design thinking process under a new
light that he refers to as “the fuzzy front end.” Idris Mootee
advocates this new approach as a critical and systematic process
that companies should incorporate to their management mind-
set for getting a better picture of the future and identifying
opportunities that otherwise would be missed. Throughout the
article, the author presents the fuzzy front-end approach as an
“insight-driven, prototype-powered and foresight-inspired
search for new ideas that can be applied to products, services,
experiences, business strategies, and business models” (p. 38).
Tischler, L. (2011, October). The United States of design. Fast
Company, 159, 77–88.
Linda Tischler presents a series of new and existing U.S.
businesses that successfully combine innovation, design, and
technology in their management and product offerings. The
article posits that now that American firms have made
17. customers their pivotal point of focus, American design is
having a global impact in everything from fashion to
human/machine interface, system design, and health care
devices. Design worldwide is also discussed as more and more
countries are also investing in design and integrating it into
their business models.