对外经贸大学：《国际企业管理 International business management》课程教学资源（案例）CASE 1 INGVARKAMP RAD AND IKEA

英格威卡姆勃瑞德 & CASE 1 范黎渡 INGVARKAMP RAD AND IKEA August. 2002

2003-11-25 CASE 1 INGVARKAMP RAD AND IKEA 英 格 威 · 卡 姆 勃 瑞 德 & August , 2002 August , 2002 范 黎 波 范 黎 波

1.Synopsis In 1989,IKEA,the world's largest furniture retailer,was facing a number of new challenges to its successful international expansion. (1)There was concern whether the company could successfully expand on four major new fronts---the US,the U.K.,Italy,and Eastern Europe---without the highly successful strategy and organization on 200:Which it had been built

2003-11-25 1. Synopsis • In 1989, IKEA, the world’s largest furniture retailer, was facing a number of new challenges to its successful international expansion. (1) There was concern whether the company could successfully expand on four major new fronts---the US, the U.K., Italy, and Eastern Europe---without the highly successful strategy and organization on which it had been built

Synopsis (2)Secondly,there were some questions concerning the company's recent decision to adopt a more standardized approach to a strategy which had succeeded in the past through it flexibility and innovativeness. (3)There was a concern with the fact that Ingvar Kamprad,IKEA's entrepreneuurial founder,,would shortly be retiring 2003-11-25

2003-11-25 Synopsis (2) Secondly, there were some questions concerning the company’s recent decision to adopt a more standardized approach to a strategy which had succeeded in the past through it flexibility and innovativeness. (3) There was a concern with the fact that Ingvar Kamprad, IKEA’s entrepreneuurial founder,, would shortly be retiring

2.Objectives The case contributes to learning at three broad levels: 2.1.The strategic level 2.2.The organizational level 2.3.The managerial level 2003-11-25

2003-11-25 2. Objectives • The case contributes to learning at three broad levels: 2.1. The strategic level 2.2. The organizational level 2.3. The managerial level

2.1.The strategic level To focus on industry structure-conduct- performance and the dynamics of successful entry, first at a national level,and on an international canvas 。1 To study how a dynamic entrant can blaze new trails,and take on the mantle of industry leadership,transforming industry structure and conduct To explore how to identify emerging strategic challenges. 2003-11-25

2003-11-25 2.1. The strategic level • To focus on industry structure-conduct￾performance and the dynamics of successful entry, first at a national level, and on an international canvas • To study how a dynamic entrant can blaze new trails, and take on the mantle of industry leadership, transforming industry structure and conduct • To explore how to identify emerging strategic challenges

2.2.The organizational level To explore whether successful strategic execution requires an organization to go beyond strategic intent to organizational capability,and to study the linkage between intent and capability To study how this organizational capability needs to evolve with time. 2003-11-25

2003-11-25 2.2. The organizational level • To explore whether successful strategic execution requires an organization to go beyond strategic intent to organizational capability, and to study the linkage between intent and capability • To study how this organizational capability needs to evolve with time

2.3.The managerial level To focus on the role of leadership in establishing organizational purposes and vision To examine not only the power,the limitations also,of this tool in managing a corporation 2003-11-25

2003-11-25 2.3. The managerial level • To focus on the role of leadership in establishing organizational purposes and vision • To examine not only the power, the limitations also, of this tool in managing a corporation

3.Learning strategy and assignment questions 3.1 Teaching strategy 3.2 Subject and Assignment questions 2003-11-25

2003-11-25 3. Learning strategy and assignment questions • 3.1 Teaching strategy • 3.2 Subject and Assignment questions

3.1 Teaching Strategy The session will be divided into two parts. The first part will discuss IKEA has evolved at the three levels---strategic,organizational,and managerial. The second part will then address the challenges currently facing IKEA and recommended courses of action at each of the levels. 2003-11-25

2003-11-25 3.1 Teaching Strategy • The session will be divided into two parts. The first part will discuss IKEA has evolved at the three levels---strategic, organizational, and managerial. The second part will then address the challenges currently facing IKEA and recommended courses of action at each of the levels

3.2 Subject and assignment questions 3.2.1.Subject:IKEA strategy in Sweden/Questions: What were the sources of IKEA's successful entry in furniture retailing business in Sweden? 3.2.2.Subject:IKEA's strategy while expanding internationally/Questions:How important was internationalization to IKEA?What challenges did IKEA face while expanding internationally,and how did it overcome them? 2003-11-25

2003-11-25 3.2 Subject and assignment questions 3.2.1. Subject: IKEA strategy in Sweden/ Questions: What were the sources of IKEA’s successful entry in furniture retailing business in Sweden? 3.2.2.Subject: IKEA’s strategy while expanding internationally/ Questions: How important was internationalization to IKEA? What challenges did IKEA face while expanding internationally, and how did it overcome them?