Strategic Management and Leadership

University ID Number Family name

Given name

Email

Module Code SM0374

Module Name Strategic Management & Leadership

Programme BAIM

Word Count 3920

Date of Submission 4 th

May 2015

Full-time / Part-time Part-time

Marker Mr. Frankie Yee

Student’s Declaration:

 I declare that this assignment is my own work and that I have correctly acknowledged the work of others. I am aware of the University’s policies and regulations on honesty in academic work, and of the disciplinary guidelines and procedures applicable to breaches of such policies and regulations.

 I acknowledge that the piece of work, or a part of the piece of work has not been submitted for more than one purpose (e.g. to satisfy the requirements in two different modules / courses) without declaration.

 I acknowledge that, for the purpose of assessing this assignment, the University has the right to retain a copy of this assignment or reproduce this assignment and provide a copy to another academic staff

 I acknowledge that the University reserves the right to submit a copy of this assignment for plagiarism check.

 I have retained a copy of this assignment. While the assessor will attempt to ensure that submitted assignments are not misplaced or deleted, in the most unlikely and unforeseeable circumstance where electronically submitted assignments cannot be retrieved or are deleted, it is my responsibility to produce the original copy of the assignment that was initially submitted to the University.

I am aware that this is an electronic submission and by providing my University ID number, it is equivalent to have executed this declaration with my written signature.

Start your assignment on the next page.

ELECTRONIC ASSIGNMENT COVER PAGE

Page 2

Table of Contents

Cover page ................................................................................................................ 1

Table of contents ....................................................................................................... 2

1. Introduction ......................................................................................................... 3

2. Measurement of IKEA success ........................................................................... 4

2.1 The balance score card ................................................................................ 4

2.2 Net income ................................................................................................... 5

2.3 Growth rate ................................................................................................... 5

2.4 Employee satisfaction ................................................................................... 6

3. Reason of successful IKEA. ............................................................................ 7-8

4. Analysis of IKEA’s strategic capabilities ............................................................. 9

4.1 Value Chain .................................................................................................. 9

4.1.1 Primary activities ............................................................................. 10-11

4.1.2 support activities ............................................................................. 12-13

4.2 VRIN Framework ....................................................................................... 14-15

5. Leadership contribution to IKEA success. ................................................... 16-18

6. IKEA strategy consistent with strategic capabilities. .................................... 19-20

7. IKEA difficulties in External and internal factors to create sustainable success

and suggestions of how to deal with it. ............................................................... 21-22

References ......................................................................................................... 23-26

Page 3

1. Introduction

The multinational retail company, IKEA was founded by Ingvar Kamprad in 1943 at

southern Sweden. IKEA was named by initial of founder name (IK); grow up farm,

Elmtaryd and village, Agunnaryd (EA) (IKEA, 2015). Kamprad start with non-related

furniture business in his 17 and was transform to major furniture dealer. IKEA have 3

division and franchise division is the core. Now IKEA is franchise to 41 countries

globally. It is a success to build a company from rural to franchise globally (IKEA,

2015). This essay enable us to measure IKEA success; core strength; and founder

contribution.

Page 4

2. Measurement of IKEA success

Financial status is the most direct way to measure company success. Company

success can also be measure through growth of profitability; loyal customer base;

employee satisfaction; owner satisfaction; and etc (Koch, 2007). Ways of IKEA

success measurement will be discuss in this chapter.

2.1 The balance score card

Figure 2.1 IKEA balance scorecard, source from: (IKEA, 2015).

Referring to Figure 2.1, balance scorecard reflect the activities that required for IKEA

long-term success.

IKEA vision is to create a better everyday life for the many people (IKEA, 2015). The

management translate IKEA vision into strategy. They then communicate and grow

passion on employee. Growing passion in corporate culture ensure employee take

part in innovation to contribute a better IKEA. IKEA had always appear to be cost

saving with well design to customer, this is achieve by employee focusing on

innovating with low cost. IKEA also excel in maximizing storage space and reducing

transportation cost. Its operation increase profitability achieving long-term success

(Kristoffersson & Jewson, 2014).

Page 5

2.2 Net income

Figure 2.2 - IKEA net income 2011-2014, source from: (IKEA, 2015)

Success can be evaluated through measurement of net income. Improvement of net

income mean well control in cost and pricing of product. IKEA show a increment of

net income every year. Although 2014 shows the lower increment, IKEA are still

making profit with healthy gradual growth (IKEA, 2015).

2.3 Growth rate

Figure 2.4 IKEA revenue growth between 2003-2014, source from: (IKEA, 2015)

Growth is the easiest way to measure success. It is impossible for a successful

company to not growth. It’s retail sales grow by 5.9% in 2014 (IKEA, 2015). From

1960 IKEA open a new stores globally each year (IKEA, 2015). All this reflect back

to IKEA revenue growth each year. Sales growth contribute to revenue growth and

allowing IKEA to expand each year with strong financial ability provide its success.

Page 6

2.4 Employee satisfaction

Figure 2.3 Furniture Retailer Employee Satisfaction, source from: (Glassdoor, 2015)

Employee satisfaction is a important factors in a company especially in retail line.

According to Robbins (2009), satisfied employee will increase loyalty and customer

satisfaction. Satisfied employee will be proud of their own job therefore they are

more responsible and friendly.

Referring to Figure 2.3 comparison, IKEA competitors, Home Retail Group show low

employee satisfaction while Home Depot earn overall satisfaction rating same as

IKEA. IKEA satisfaction of senior management is lower than Home Depot by 0.1.

This build healthy competition for IKEA to strive for improvement.

In the review of (Glassdoor, 2015) 74% of the employee will recommend IKEA as

employer to their friends while CEO Mikael Ohlsson score 87% in CEO approval.

Although this score is lower than result in 2012 but IKEA is still maintaining their

score within healthy range with overall 3.6 to ratio of 5 (Smith, 2012).

Page 7

3. Reason of successful IKEA.

Maximise space and minimize cost

Flat packing allow easy transportation as company can maximize space and

increase quantity of per trip transportation (Kornberger et al., 2011). When quantity

of transport per trip increase it decreases transport fee. It also enable storing of

more product in a warehouse and maximize its capacity in storage. All this lead to

saving cost for company to earn more profit.

Cost conscious at ‘Heart’

IKEA wide range of well designed product with focus of low cost enable many to

afford. This happen by IKEA effort on supplier purchase; product development; and

methods of selling globally (Pradhan, 2009). Example, innovating customer self

assemble product is to save cost. This will bring lower cost to customer with

satisfaction. Low cost give low price which bring return customer and attract new

customers.

Food attracting non-food retailing

IKEA showroom always offer good food in their cafeteria. Primary reason is the

concern of tired customer, secondary reason is to attract new customer and

recurring customer (Sivonen & Finne, 2009). Customer who visit IKEA for their food

and tired customer who looking for cafeteria contribute increment of IKEA’s food

sales. According to Solsvik and Char (2015), IKEA’s food sales rise by 8.6% in

2013/14 fiscal year. Those who come for food will also walk through showroom

attracting impulsive buyer and giving free advertisement for IKEA.

Advertising tools

Store, brochure, mobile apps, catalogue, showroom and even web advertisement

are IKEA marketing strategy (West et al, 2015). IKEA create yearly catalogue which

creates a trend just like fashion line. Once a new year catalogue is out, it show case

new trend of furniture. That will attracts impulsive buyer or trend follower.

Page 8

Logistic efficiency

IKEA minimize goods movement and made fast replenish of stock (Baldwin et al,

2000). Packing of stock and shifting it from warehouse to sales area is all within the

same building. This save time, transportation and cost.

Innovative

A constant improvement of products will allow company to adapt customer demand

(Sgroi, 2013). Company that did not adapt or realise the change to the demand will

be left behind. Innovative solution example, customer self assemble with manual,

save cost on engineering. Saving cost contribute to fulfilling IKEA vision and adapt to

the market.

Customer motivation

Integrating customer into sales process, example, self checkouts. When getting

customer involve to take charge of an activity, even they have to do more, it often

give perception of better service (Dahlvig, 2012).

Page 9

4. Analysis of IKEA’s strategic capabilities

This chapter aims to analysis how IKEA build its competitive advantage by its

strategic capabilities. Value Chain (Porter, 1998) of IKEA will be use for analysing

and VRIN (Crook et al, 2008) evaluation will be carried out.

4.1 Value Chain

Value chain is a chain of activities in the company that create value products or

services. It involve primary activities of purchasing raw material; designing;

producing; marketing; selling; and providing end products. Support activities improve

efficiency and effectiveness of primary activities(Sekhar, 2010). IKEA’s strong value

chain is its strategic strength (Bensoussan & Fleisher, 2008). Refer to Figure 4.1 on

Michael Porter's value chain model.

Figure 4.1 Porter's Generic Value Chain, source from: (BusinessTeacher, 2015)

In order to analyse what values created by IKEA, a value chain is created for IKEA

(Figure 4.2).

Page 10

Figure 4.2 IKEA Value Chain

4.1.1 Primary activities

IKEA’s Supplier & Manufacturer

Swewood which supplied 10 percents of IKEA furniture is their only production

facilities. IKEA outsource rest of the production and manufacturer worldwide. IKEA

wide network of more than 1000 suppliers globally created fosters competition

between supplier that give IKEA have high bargaining power; in addition IKEA

believe in long term contract relationship which further lower input cost to minimum

(Palepu et al, 2007).

IKEA’s Distribution Centre

In-store logistic personnel is employ to manage inventory that comes to distribution

centre from supplier and manufacturer all over the world. The ‘minimum/ maximum

settings’ keep minimum product before reorder and maximum order at a go for each

product. This process will ensure smooth flow of inventory distribution to all

warehouse meeting customer demand and not compromising amount of supply to

be ordered. It lower cost on sales lost; product out of stock; or lowering cost of

storing obsolete product from over purchase (IKEA, 2015).

Page 11

Warehouse & Retail Combination

IKEA warehouse and retail are in combination within the same building.

Warehouse item will be replenish from reserve rack once shopping hours is over.

IKEA high flow warehouse facilities uses SKUs (Stock Keeping Unit) to automatically

store and retrieve inventory record supporting 80% of stocks; while low flow facilities

is manage manually by employee for low demand inventory as often shifting not

required (IKEA, 2015). High and low flow facilities lower costs-per-touch.

IKEA’s Marketing & sales

Its retail uses showroom concept where customer will have real life experience.

Customer is integrated in sales process with more work by walking through product

range; selecting furniture package at lower rack (warehouse); and transport product

home; often customer perceive better customer service (Dahlvig, 2012). Little sales

employees are required and expenses can be keep to a minimum (Palepu et al,

2007). All in one showroom lower costs-per-touch through reducing process of

transporting and loading products to further save cost and add value to customer.

Showroom; Hard and soft copy catalogues; social network; mobile application; and

their websites integrated marketing communication (IMC). It bring brand message

across through different marketing(traditional/ non-traditional) channel and therefore

synergised one another creating a bigger impact in branding to customer (Schultz et

al, 1994).

Delivery & Assembling

Most furniture design in IKEA are Do-It-Yourself selling a product in parts for

customer to assemble product and transport home themselves. This will maximize

warehouse and truck space allowing it to store more and maximise transportation

trip. Lowering warehouse and transportation cost will bring product price lower and

increase company profit. Delivery request from customer will required them to pay,

this further reduces the cost of company(IKEA, 2015).

Page 12

IKEA’s Services.

IKEA offer family loyalty card to give customer discount, free drinks or even lucky

draw to show appreciation. Considering IKEA targeting customer who are middle or

low income families, financial service such as 0% Interest Instalment Payment Plan

helping customer with lower purchasing power. According to IKEA’s 100 days return

policy, if customer change their mind they can just return unopened package with

receipt (IKEA, 2015). Helps and benefits are given to customer. When customer feel

appreciated, it increase customer loyalty.

4.1.2 support activities

Procurement

IKEA do not purchase raw material as don’t produce own brand product. IKEA’s

trading officers will look for best price suppliers and manufacturer. Next, they will

sign a long term contract and create sustainable relationships through maintaining

good relationships (IKEA, 2015). IKEA will obtain long period of supply with low price

resulting in cut-throat-price for customer.

IKEA Way of Purchasing Home Furnishing Products was a guideline created to

reduce environmental impact that produce by manufacturer (IKEA, 2015). This code

of conduct often remind customer that they do care of their surrounding and lead to

trust in quality increasing branding reputation (Thorpe, 2013).

Technology development

IKEA’s inventory system in warehouse will enable logistic manager to know point-of-

sale (POS) data and inventory volume that comes from distribution centre and

shipping (IKEA, 2015). It enable to forecast sales through data and purchase

suitable volume to meet demand and lower cost with better certainty.

IKEA installed more than 500,000 solar panels in buildings (IKEA, 2015) to reduce

operation costs and CSR image.

Page 13

Human resource management

For reducing transportation cost, employee was engage to create carrier

development plan (Nattrass et al, 2006) and attain code of conduct training to their

organisation culture. IKEA’s employees enjoy staff discount in all IKEA store

worldwide. They launch of One IKEA bonus scheme is to motivate and show

appreciation of worker loyalty and reaching the goals (IKEA, 2013).

Firm infrastructure

Companies of IKEA Group have independence ownership structure own by Stichting

INGKA Foundation who reinvest in IKEA Group or do charity donation using IKEA’s

fund. Inter IKEA systems B.V that own IKEA worldwide franchise business also own

IKEA concept (IKEA, 2015). It help IKEA to manage different focus.

Page 14

4.2 VRIN Framework

VRIN framework is a measurement on whether a resource are sustainable in

competitive advantage (Kornberger et al, 2011).

Capabilities

(Competency) Valuable Rare Inimitable

Non-

substitutable Conclusion

Low Cost Yes Yes No No Temporary Competitive

Advantage

Flat Packing

Yes Yes No No Outsource

Showroom Yes Yes Yes Yes Sustainable Competitive

Advantage

Catalogue

marketing

Yes Yes Yes Yes Sustainable Competitive

Advantage

Figure 4.2 IKEA VRIN framework analysis

Low Cost

IKEA target global young families and couple offering same range of furniture

worldwide. IKEA’s global expansion did not affect furniture design much. Customer

not affected by country culture therefore IKEA able to achieve economies of scale

(Palepu et al, 2007). However this is not sustainable, in China, local competitors

have furniture with lower price than IKEA. Imitating or substituting IKEA will be easy

considering the fact of globalisation, China easily imitate IKEA low price strategy.

Flat packing

IKEA work 2-3years ahead for its design before production to ensure that they have

enough time to look for better cost saving solution and review supplier who are

potential to work with (Palepu et al, 2007). Manufacturer and supplier have the

knowledge to imitate and substitute IKEA definitely, that is why IKEA outsource its

supplier and manufacturer.

Page 15

Showroom

IKEA is the first mover who created all in one integration showroom (Schultz et al,

1994). This is a rare case as it required a large space of at least around 35,000

square meters which is costly to do so, therefore company who try to arrange

product like IKEA are still no-where comparable. IKEA’s knowledge of managing,

logistic and etc are too wide for companies to learn from. Therefore, IKEA who can

do best and better than all competitors can’t be substituted and it is a sustainable

competitive advantage.

Catalogue marketing

IKEA unique way of marketing is due to wide range of products that it has (Schultz et

al, 1994). Other competitors do not have wide range of products and will waste

money if they imitate. Therefore due to above reason and we do not see substitution

in the market. Customer will remember the giant furniture retailer IKEA by their

unique catalogue so that when surrounding people are looking for furniture, they can

share catalogue to them. This helps to sustain competitive advantage for IKEA as

psychologically it is present everywhere.

Page 16

5. Leadership contribution to IKEA success.

IKEA success are greatly due to leadership in the company. IKEA founder, Ingvar

Kamprad its CEOs possessed transformational leadership.

Transformational leadership (Bass & Riggio, 2008) means create a vision to

influence change through inspiration to follower and involvement of the follower.

IKEA treat human resource important as it is the main resource to run the entire

value chain. Kamprad believe skills are easier to develop than personality (Dahlvig,

2012). Therefore he only employ people who work for meaning instead of just

monetary benefits. According to CareerBuilder (2015) survey, employee are satisfied

with their job because of people they work with, working condition - work life

balance, recognition, a sense of belonging, and good salary. Company turnover rate

drop by 9% between 2008-2010 (IKEA, 2015). IKEA always give salaries in middle

position and not over generous with bonus package including top manger. Kamprad

believes IKEA culture will contribute to success of IKEA. He believed company

culture should have sense of belonging; engage togetherness in employee; and

inspiring commitment to company (Dahlvig, 2012).

Sense of belonging of employee are given through delegating responsibility and

simplicity of behaviour. Employee will always address each other by their first name.

Hierarchy are flat as you only see managers and employee of IKEA eating together

(Dahlvig, 2012). This bonding create trustful relationship which make communication

effective. All employees are also given responsibility in their early career. This

influence employee to have sense of ownership to the store and let them feel that

they have power to influence and develop their business (Dahlvig, 2012). The sense

of freedom and ownership that employee can motivate employee to stay. All above

will spread commitment to company in exchange improve operation efficiency.

Page 17

Kamprad always ensure IKEA focus on CSR (IKEA, 2015). Engaging togetherness,

to Kamprad also means getting employee to follow the guide of moral and ethical

behaviours so as to contribute back to society. He encourage employees dare to be

different. He give employees opportunity to be part of development and change to

IKEA creation or innovation. Example, new employee who are not use to way of

Allen wrench are brought to assembly test to do testing. In assembly area, product

which take too long to assemble are called “husband killer” (Camden, 2015).

Creation of common language will let employee feel that they are part of family. It

also encourage innovation of new employee to improve the product and benefit the

society working as a team. All this contribute to revenue and supply chain efficiency.

Inspiring commitment to the company means working with IKEA because of culture

appreciation. According to Dahlvig (2012), IKEA create anti-bureaucratic weeks

striving to let managers meet reality. Manager will take part of their work time to

experience serving retail stores and at supplier to get realistic understanding of

customer and employee. IKEA’s culture believe in building foundation like how

founder start, so often promotion are within IKEA. Example, IKEA’s CEO in 2009,

Mikael Ohlsson started as a sales assistant (Braw, 2015). Employee will be assure

that their hard work is recognise.

In entire IKEA’s culture, it shows that Kamprad are concern of employee. He

encouraged simplicity to eliminate status symbols. When hierarchy are flat, everyone

are treated equally without pressure.

Kamprad are also highly concern of result, therefore he always focus on

innovation rather than celebrating success (Dahlvig, 2012). IKEA only have meeting

few times a year because Dahlvig sees that too many meeting will end up with

unproductive operation (Dahlvig, 2012). He always set challenging objectives for

employee to achieve, example, triple sales in 10 years (Dahlvig, 2012), this create

synergy within company. Referring to figure 5.1, it proves that IKEA leaders manage

IKEA through team management style.

Page 18

Figure 5.1 Blake and Mouton Managerial Grid, source from: (Cecil & Rothwell, 2007)

IKEA’s leadership and management style enable to achieve good results with

human touch. These create synergy and lead to high productivity which contribute to

success of IKEA.

Page 19

6. IKEA strategy consistent with strategic capabilities.

Competitive advantage (Porter, 1985) is what a company can do best and able to do

better than their competitor. IKEA bases of competitive advantage is cost leadership.

It mean low cost (Porter, 1985) giving low price than competitor which increase its

market share. Referring to figure 6.1, Porter (1998) believe cost leadership means

low cost equal to low price and cannot be low cost with high price. However, all

companies try to lower the cost of input and sell at higher price of output to increase

profit margin. Porter (1998) also mention that strategy should not be combine, if not

it will become stuck in the middle. However, differentiation leadership (Porter, 1985)

are identified in IKEA too. this chapter, we will discuss how the mix of cost

leadership and differentiation help IKEA to sustain its competitive advantage.

Figure 6.1 Porter's Generic Strategies, source from: (Porter, 1998)

IKEA is using low cost strategy for all their decision making. Example sourcing for

resources, IKEA don’t do business in traditional way but everything all the way

round. Traditional business find resources within Sweden but IKEA source its

product globally (Kling & Goteman, 2003). Geocentric orientation (Cherunilam, 2011)

was what IKEA use, having global scale of suppliers and manufacturer helps IKEA

lower the cost with same quality of product through comparison and competition

within suppliers. Instead of just relying on manufacturer, IKEA also have their

designer (IKEA, 2015) to help them design low cost product for customer to self

assemble after purchase. This help company to continue targeting low cost with all

Page 20

range of products. IKEA showroom are design in a way that retail and warehouse all

in one (Dahlvig, 2012) this will save transportation cost to minimum. IKEA showroom

require little sales assistant (IKEA, 2015) because the showroom are design in a

way that all customer will need to go through the maze to engage in all sales

channel in the showroom (Dahlvig, 2012). Once enter, customer will walk through all

domestic outlook showroom to know what they want. Even paper ruler are provide at

entrance of furniture section for customer to measure the length of furniture without

asking IKEA’s staff (IKEA, 2015). Therefore, lesser sales employee are required. By

having lesser sales staff, IKEA save employment cost. All the activities of IKEA help

company to save cost to provide a lower price compare to its competitor (Porter,

1998) which put IKEA in a strategic advantage of cost leadership.

The interesting part is that IKEA is also differentiated by showroom; wide range of

home product; flat packing; DIY and low price with acceptable quality product. These

are all different from traditional company. IKEA showroom strategic location are far

from town (IKEA, 2015), so lots of IKEA customer drive to IKEA. Flat packing allow

customer to easily pick up item and travel home easily (IKEA, 2015) without extra

transportation fee. This is unlike other retailer that you have to purchase as a whole

which is too big to carry home while asking for delivery customer will be charged.

Leaving customer with no choice will frustrate customer. In IKEA is different,

customer have a choice as what they bought are in flat packed which earn IKEA a

competitive advantage. Showroom of IKEA combine cafeteria, retail, warehouse all

in one (IKEA, 2015). Walking through IKEA domestic outlook showroom is just like

walking through a real life home catalogue. Entering other furniture companies

warehouse or retails shop, customers are not provided with full range of products

info which customer might end up missing their preferred product and company will

lose that sales. We do not find another company that can fully copied IKEA’s

concept. Its well differentiated concept give IKEA a first mover advantage (Hill &

Jones, 2013).

Lower the pricing and well differentiated product gives value innovation, bringing

higher margin to IKEA. In the end, the strategies that Porter (1998) believes should

not be mix turn up to be the best strategy for IKEA success. Both combination and

contribution of low cost strategy and differentiation strategy provides IKEA with

competitive advantage (Mintzburg,1988).

Page 21

7. IKEA difficulties in External and internal factors to create sustainable success and suggestions of how to deal with it.

Low cost approach only work in Europe and US but not in China, its local stores

product have a lower price than IKEA have. Although IKEA try to get suppliers in

China to reduce cost and getting green product from them. China’s suppliers do not

have technology for green product. The Chinese are also very price sensitive, they

do not want to pay for additional plastic bag and etc (Businesstoday, 2015). It means

that is impossible for IKEA to push its price to even lower than percentage of other

countries can go.

IKEA require lots of wood for their furniture. Wood fibre index increase by 1.9% in

2011 comparing to last highest time (Ekstrom, 2011). Referring to Figure 7.2, wood

price is not expecting to drop. This is due to economic improvement increasing

consumer spending, therefore more demand and purchase of products including

furniture involve cause wood demand to increase and lead to price increases. This

cause IKEA to face unsustainable low cost strategy and lacking of wood leads to

quality issue.

Figure 7.2 World Price of Wood Pulp, source from: (Chiang, 2015)

On the same time, there is lots of social environment concern due to IKEA using 1%

of world’s wood every year (Kelly, 2012). Using large amount of wood will lead to

Page 22

deforestation. When CSR is a concern, it spoil brand reputation and become an

insult of IKEA vision which suppose to create a better everyday life (IKEA, 2015).

IKEA need to start taking note of their quality issue and its cost leadership strategy.

When wood is their biggest issue now, IKEA might want to consider replacing most

of the wood products with other material. Solar panel should continue to be install

gradually in all stores to reduce electricity cost and help to improve brand reputation.

However, IKEA should also consider to diversify by moving upward trend & not just

downward. As develop countries had big scale of middle-high income earner who

want best quality products and do not mind paying more. All these move still retain

its vision to create better everyday life. All these will cover weakness that IKEA have.

Page 23

References

Baldwin, C., Clark, K., Magretta, ., Dyer, J., & Fisher, M. (2000). Harvard Business

Review on Managing the Value Chain. Boston: Harvard Business Press.

Bass, B., & Riggio, R. (2008). Transformational Leadership. New Jersey: Lawrence

Erlbaum Associates.

Bensoussan, B., & Fleisher, C. (2008). Analysis Without Paralysis: 10 Tools to Make

Better Strategic Decisions. Upper Saddle River, N.J.: FT Press.

Bloomberg,. (2005). Ikea. Businessweek.com. Retrieved 26 April 2015, from

http://www.bloomberg.com/bw/stories/2005-11-13/ikea

Braw, E. (2015). IKEA CEO Mikael Ohlsson. Metro World News. Retrieved 26 April

2015, from http://www.metro.lu/news/ikea-ceo-mikael-ohlsson/

BusinessTeacher,. (2015). Business Teacher | Business Essays, Dissertations and

Resources. Businessteacher.org.uk. Retrieved 18 April 2015, from

http://www.businessteacher.org.uk

Businesstoday,. (2015). How IKEA adapted its strategies to expand and become

profitable in China - Business Today. Businesstoday.intoday.in. Retrieved 29

April 2015, from http://businesstoday.intoday.in/story/how-ikea-adapted-its-

strategies-to-expand-in-china/1/196322.html

Camden,. (2015). It’s Ikea’s world. We just live in it.. Fortune. Retrieved 30 April

2015, from http://fortune.com/ikea-world-domination/

Careerbuilder,. (2015). One in Five Workers Plan to Change Jobs in 2014,

According to CareerBuilder Survey - CareerBuilder. Careerbuilder.com.

Retrieved 30 April 2015, from

http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=1%

2F9%2F2014&id=pr797&ed=12%2F31%2F2014

Cecil, R., & Rothwell, W. (2007). Next generation management development. San

San Francisco: Pfeiffer, a Wiley Imprint.

Chen, Y. (2006). National culture and groups. Amsterdam: Elsevier JAI.

Cherunilam, F. (2011). INTERNATIONAL BUSINESS: TEXT AND CASES (5th ed.).

New Delhi: Prentice-Hall of India Pvt.Ltd.

Chiang, J. (2015). Wood Pulp and Paper Prices on the Rise. Media Center.

Retrieved 26 April 2015, from http://media.ibisworld.com/2015/01/14/wood-

pulp-and-paper-prices-on-the-rise/

Page 24

Confino, J. (2012). Former Ikea CEO: laddish culture bars sustainability from the

boardroom. the Guardian. Retrieved 26 April 2015, from

http://www.theguardian.com/sustainable-business/ikea-anders-dahlvig-

corporate-sustainability

Crook, T., Ketchen, D., Combs, J., & Todd, S. (2008). Strategic resources and

performance: a meta-analysis. Strategic Management Journal, 29(11), 1141-

1154.

Dahlvig, A. (2012). The IKEA edge. New York: McGraw-Hill.

Ekstrom, H. (2011). Wood costs for pulp manufacturers worldwide are on the rise:

Wood Fiber Price Index 20% higher than two years ago. Business Insider.

Retrieved 26 April 2015, from http://www.businessinsider.com/wood-costs-

for-pulp-manufacturers-worldwide-are-on-the-rise-wood-fiber-price- index-20-

higher-than-two-years-ago-2011-6?IR=T&

Fartan, B. (2011) IKEA Founder Ingvar Kamprad Quotations About IKEA Retailing

and Management. About. Retrieved 19 April 2015, from

http://retailindustry.about.com/od/retailleaderquotes/a/Ikea-Founder-Ingvar-

Kamprad-Quotations-About-Ikea-Retailing-And-Management.htm&gt

Glassdoor,. (2015). Glassdoor – an inside look at jobs & companies. Glassdoor.

Retrieved 15 April 2015, from http://www.glassdoor.com

Hill, C., & Jones, G. (2013). Strategic management. Mason, OH: South-Western,

Cengage Learning.

Hofstede, G. (2015). Sweden - Geert Hofstede. Geert-hofstede.com. Retrieved 25

April 2015, from http://geert-hofstede.com/sweden.html

Hoskisson, R., Hitt, M., Ireland, R., & Harrison, J. (2012). Competing for Advantage

(3rd ed.). Mason, OH: Cengage Learning.

IKEA,. (2013). IKEA Co-workers To Share in Company’s Global Success - IKEA.

IKEA US/EN. Retrieved 19 April 2015, from

http://www.ikea.com/us/en/about_ikea/newsitem/tack_announcement_12191

3

IKEA,. (2015). 1940s-1950s - IKEA. Ikea.com. Retrieved 17 April 2015, from

http://www.ikea.com/ms/en_SG/about_ikea/the_ikea_way/history/1940_1950.

html

IKEA,. (2015). History - IKEA. Ikea.com. Retrieved 17 April 2015, from

http://www.ikea.com/ms/en_SG/about_ikea/the_ikea_way/history/

Page 25

IKEA,. (2015). IKEA - Corporate Social Responsibility News, Reports and Events –

CSRwire.com. Csrwire.com. Retrieved 30 April 2015, from

http://www.csrwire.com/members/15931-IKEA

IKEA,. (2015). IKEA Group FY14 Yearly Summary. Ikea.com. Retrieved 16 April

2015, from http://www.ikea.com/ms/en_US/pdf/yearly_summary/ikea-group-

yearly-summary-fy14.pdf

IKEA,. (2015). Logistics - IKEA. Ikea.com. Retrieved 26 April 2015, from

http://www.ikea.com/ms/en_SG/jobs/business_types/stores_retail/logistics.ht

ml

IKEA,. (2015). QUALITY CONTROL. Ikea.com. Retrieved 19 April 2015, from

http://www.ikea.com/webapp/wcs/stores/servlet/DisplayArticlePage?layout=n

ewsArticle&articleId=18&storeId=7&langId=20&catalogId=11001&localStore=

10109&articleType=news

IKEA,. (2015). Reports & Downloads - IKEA. Ikea.com. Retrieved 15 April 2015,

from http://www.ikea.com/ms/en_GB/about-the-ikea-group/reports-

downloads/

IKEA,. (2015). Shop Online - IKEA. IKEA /AA/EN. Retrieved 19 April 2015, from

http://www.ikea.com/ms/en_AA/shop_online/

IKEA,. (2015). The IKEA Concept - IKEA. IKEA /SG/EN. Retrieved 16 April 2015,

from http://www.ikea.com/ms/en_SG/this-is-ikea/the-ikea-concept/index.html

IKEA,. (2015). The IKEA Vision - IKEA. Ikea.com. Retrieved 15 April 2015, from

http://www.ikea.com/ms/en_CA/the_ikea_story/working_at_ikea/our_vision.ht

ml

IKEA. (2015). Fit Quiz - IKEA. Ikea.com. Retrieved April 26, 2015, from

http://www.ikea.com/ms/en_SG/rooms_ideas/fitquiz09/index.html

Johnson, G., Whittington, R., & Scholes, K. (2011). Exploring Strategy: Text &

Cases (9th ed.). New Jersey: Prentice Hall.

Kling, K., & Goteman, I. (2003). IKEA CEO Anders Dahlvig on international growth

and IKEA's unique corporate culture and brand identity. California State

University. Retrieved 26 April 2015, from

http://courses.csusm.edu/mgmt461go/IKEA%20Corporate%20Culture.pdf

Koch, C. (2007). The science of success. Hoboken: John Wiley & Sons.

Kornberger, M., Clegg, S., Carter, C., & Schweitzer, J. (2011). Strategy: Theory and

Practice. London: SAGE Publications Ltd.

Page 26

Kristoffersson, S., & Jewson, W. (2014). Design by Ikea. Bungay: Bloomsbury

Academic.

Nationmaster,. (2015). Sweden People Facts & Stats. Nationmaster.com. Retrieved

26 April 2015, from http://www.nationmaster.com/country-

info/profiles/Sweden/People#1963

Northouse, P. (2015). Leadership: Theory and practice (7th ed.). Thousand Oaks,

Calif.: SAGE Publications.

Palepu, K., Healy, P., Bernard, V., & Peek, E. (2007). Business Analysis and

Valuation: Text and Cases. London: Thomson Learning.

Porter, M. (1985). Competitive advantage. New York: Free Press.

Porter, M. (1998). Competitive strategy: techniques for analyzing industries and

competitors. New York: The Free Press.

Pradhan, S. (2009). Retailing management. New Delhi: Tata Mcgraw-Hill Education

Pte. Ltd.

Robbins, S. (2009). organisational behaviour in Southern Africa (2nd ed.). Cape

Town: Pearson Education.

Schultz, D., Tannenbaum, S., & Lauterborn, R. (1994). The new marketing

paradigm. Lincolnwood, Ill.: NTC Business Books.

Sekhar, G. (2010). Business Policy and Strategic Management. New Delhi: I.K.

International Publishing.

Sgroi, A. (2013). The Innovative Lean Enterprise: Using the Principles of Lean to

Create and Deliver Innovation to Customers. Boca Raton: Productivity Press.

Smith, J. (2012). The Best Retail Companies To Work For. Forbes. Retrieved 16

April 2015, from http://www.forbes.com/sites/jacquelynsmith/2012/11/20/the-

best-retail-companies-to-work-for/

Thorpe, D. (2013). Why CSR? The Benefits Of Corporate Social Responsibility Will

Move You To Act. Forbes. Retrieved 19 April 2015, from

http://www.forbes.com/sites/devinthorpe/2013/05/18/why-csr-the-benefits-of-

corporate-social-responsibility-will-move-you-to-act/

Veronika Tarnovskaya, Ulf Elg, Steve Burt, (2008) "The role of corporate branding in

a market driving strategy", International Journal of Retail & Distribution

Management, Vol. 36 Iss: 11, pp.941 - 965

West, D., Ford, J., & Ibrahim, E. (2015). Strategic marketing. Oxford: Oxford

University Press.