IKEA belongs to the Stichting Ingka foundation, which is based in the Netherlands. The management of the group belongs to Leiden in the Netherlands and the other offices to Helsingborg in Sweden. INGKA Holding BV is the parent company for all IKEA companies, including the industrial group Swedwood, which commissions the manufacturing of IKEA furniture coming from any manufacturer worldwide (outsourcing), the sales companies that run IKEA stores, as well as purchasing and supply functions, and IKEA of Sweden, which is responsible for the design and development of products of the IKEA range.
Inter IKEA Systems BV in Delft, also in the Netherlands, owns the IKEA concept and trademark, and there is a franchising agreement with every IKEA store in the world. The IKEA Group is the biggest franchisee of Inter IKEA Systems BV. Inter IKEA Systems BV is not owned by INGKA Holding BV, but by Inter IKEA Holding S.A. registered in Luxembourg, which in turn is part of Inter IKEA Holding registered in the Netherlands Antilles. The ownership of the holding companies has not been disclosed.
The purpose of IKEA is to offer a wide selection of domestic (IKEA is a private holding) and international home products and it is a retailer that sells well conceived equipment products. The products offered are flat pack furnitures, accessories, and bathroom and kitchen items in its retail stores around the world. The company, which pioneered the flat-pack design furniture at affordable prices, is now the world's largest furniture retailer.
The IKEA Group is active in the development, purchase, distribution and sales of its products.
Tags: Ikea internationalization, Ikea international marketing strategy, Ikea international strategy, Ikea international HR, Ikea international marketing
[...] for all IKEA companies, including the industrial group Swedwood, which commissions the manufacturing of IKEA furniture coming from any manufacturer worldwide (outsourcing), the sales companies that run IKEA stores, as well as purchasing and supply functions, and IKEA of Sweden, which is responsible for the design and development of products of the IKEA range. Inter IKEA Systems BV in Delft, also in the Netherlands, owns the IKEA concept and trademark, and there is a franchising agreement with every IKEA store in the world. [...]
[...] IKEA customers can shop online 2001: The IKEA Group embarked on the management of its own rail operations. 2002: Launch of IKEA Recovery Forest management projects, including cooperation with WWF. 2004: IKEA arrived in Portugal First Environment Report The 200th IKEA store opened its doors. 2005: IKEA customers help children in need IKEA donated to help. 2006: IKEA arrived in Japan Launch of IKEA Food. 2007: Climate change: cooperation between IKEA and WWF IKEA's supply chain Sectors of the industry and the sustainable supply chains When consumers go to a retailer like IKEA, they will look at the different ranges of products and how they are presented. [...]
[...] Of this inheritance, IKEA has kept only a vision: improve the everyday life of people”, and with this vision IKEA was able to ensure a single general policy. This general policy is based on two pillars: 1. At the level of the business: “propose a base of good quality products at an affordable price, so majority of the people can purchase them” At the level of the human resources: “improve the everyday life of the staff and the customers”. Thus, this original general policy can be explained by the group's corporate culture. [...]
[...] IKEA logistics contributes to the success of its international development. C. Price 1. A cost control A strategy of cost leadership made possible by: finding suppliers at the best price, and the establishment of long-term relationships. The selection of suppliers has become increasingly sharp. IKEA is doing constant searches in order to find affordable materials and substitutes (substitution of teak and pine). Integrating the value chain; IKEA does everything from design to distribution. Economies of scale can be achieved through the chain development - the transfer of the installation cost to the consumer, better storage capacity through the flat pack furniture kits. [...]
[...] According to these typologies, we can say that the corporate culture of IKEA corresponds to the mechanism of clan of Ouchi, decorated with adhocracies. Indeed, as we mentioned earlier, the interests of the employees and those of the company converge. In fact, we can say that at IKEA, there are not only the packages which are flat, but also the hierarchy; there are no barriers between executive positions and co-workers. Furthermore, by reading the definition of the adhocracies, we may think about the personality and the philosophy of life of the founder of IKEA: Ingvar Kamprad Problems of the IKEA's corporate culture Sylvie Casemode, manager of the store of Villiers-sur-Marne, said: are going to analyze the eventual problems that the company has to look through.” She declares that work at IKEA, it is necessary to adhere to a particular functioning, to some values, to a lifestyle in the work”. [...]
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