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Etude sur Ikea et sa stratégie à l'international
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Transcript of Etude sur Ikea et sa stratégie à l'international
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Created in 1943 by Ingvar Kamprad
Turn over : 21,5 billion €uros (+1,4% in 2008)
16,3% market share in France
Staff : 128.000 persons
267 stores in 25 countries
Visitors in stores: 590 millions
561 millions/year visitors on the website Ikea.fr
Economical factors
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Graphs
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PESTELIKEA
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Better purchasing power of emerging countries
Pricing different according to the country
Low price strategy in general
Economical factors
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Technological & Legal
Technological factors
Creation and innovation of new productsBetter stock management
Legal factors
Strengthening of international importation regulation
Norms
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Environmental & Social
Environmental factors
Create products with a minimum of impact on the environment IWAYPartnerships with many environmental organisations
Social factors
Decent work condition to its suppliersIWAYPartneships with many social organisations
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Structure & OrganisationIKEA
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In charge of the development of the assortment of IKEA (10000 products)
IKEA has 43 offices of purchase distributed in 33 countries
Suppliers distribute in 55 countries
Structure and organization IKEA
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The industrial group of IKEA is specialized in the production of furniture and wooden components
32 factories in 9 countries
Swedwood is specialized first and foremost in the sectors where IKEA has difficulties
The IKEA’s Group is supported by 9 departments
Structure and organizationSwedwood
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Decentralization
To have economies of scale
To maintain low prices
The watchword at IKEA
But certain fields of expertise keys are centralized (IKEA IT, IKEA Food Services…)
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Almost 300 stores in more than 35 countries
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Standardised approach
« IKEA offers a wide range of well-designed, functional home furnishing products at prices so low that as many
people as possible can afford them »
The concept ?
IKEA corporate web page
To keep the prices low and attractive
To create one single image everywhere
The target group ? « Many people »
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6 marketing aspectsOF IKEA STRATEGY
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(1) PRODUCT RANGE
Supposed to be the same everywhere
10 000 ItemsVery small adaptations
The Swedish product names are also used in store and in the catalogue
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(2) THE STORE
Store format standardised with 3 different sizes
Two levels
Same layout everywhere :signage, displays, design and
colors
Goal the same shopping experience
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(3) CATALOGUE
70% of the annual marketing budget
17 languages
22 countries
Standardised layout
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(4) PRICES
To deliver high value at low price
The price is relative and compared to the marketing in each country.
Results ? Different prices on the same product in different countries
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(5) IKEA Family
Loyalty program including a magazine, special assortement of products in store
The content is different between countries and the most of this promotion doesn’t exist
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(6) ADVERTISINGResponsability of the local store manager
Copenhague, Danemark
The strategic work with the press differs between countries
New York, USA
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Advertising
IKEA Family
The catalogue
The Store
Products and products range
Standardised approach to the
world
Local
Global
Prices
(1)
(2)
(3)
(4)
(5)
(6)
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High-level of standardisation with some adjustments
Standardised approach to the world
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Adaptation or Standardisation ?CHINA EXAMPLE
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CHINA IKEA“IKEA” is a well-known brand. Chinese buy less when they visit. They visit more often than everywhere : 33 per cent come every month. The food has been changed : a wok, and a lid added with a special set of teacups. New specific model of sets and special balcony because many Chinese live in flats. The image of IKEA is not low prices, in China it is the opposite : western retailer and the store is for higher-middle class. Chinese IKEA store are sourced in China to reduce costs. Store are close to midtown. Home delivery service is common in China and often used. Chinese standards. Focused on culture-specific aspects.
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CHINA IKEA
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Comparing IKEA China to IKEA elsewhere ?
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Websites from all over the world
France
Italy
Switzerland
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Websites from all over the world
China USA
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Establishment
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There are limits to how far a business can go in standardisation
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High level of strandardisation is possible on markets similar to the
domestic. With different conditions, standardised
concepts must be changed in order to be attractive.
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IN CONCLUSION ?
IKEA Concept is a standardised one but the strategies and the marketing
activities to realise the standardised concept may have to be adjusted to local
marketing conditions.