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-conductperformance 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