...[pic] Operation Management Assignment Task 1 4 Vs of IKEA FURNITURE Name Saqib Ali Enrolment ID 30113460 Submitted to Dr Maria Zenaida Mullin Submission date 14 Aug, 2015 IKEA FURNITURE OUTLETS Executive summary Brief summary findings It’s difficult to manage furniture store like IKEA because lot of employees are required to run the operations smoothly and it’s a big problem to manage bigger workforce, so that’s why it’s one of the biggest issue for the IKEA furniture to handle the big workforce. IKEA furniture retail stores having very big and complicated store structure, which is also one of main problem to organize, in any worst case like fire into the store it’s difficult to move everyone out of the retail store. And big furniture Retail stores like IKEA also having a lot of products like chairs, beds, sofas etc. So in case, sales of the products gone slow all of the product gone dusty and its difficult to maintain all furniture clean and in good condition. (Furniture World 2012). Conclusion After analysing all the operation of the IKEA furniture, I am able to find out IKEA furniture emphasis a lot on efficiency and effectiveness of its operation management. The company has implemented its operations management strategy in all of its business process and operations to maintain low cost model. IKEA furniture’s is one of the best examples of the corporations who concentrate high effective operation management. ...
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...6. Assessment Tasks Assessment Task 1: Assessment Task Case Study: IKEA: A Long March to the Far East Schedule Week 4 Performance Criteria: Outcomes Assessed 1.1,2.1,2.2, 4.1 Also addresses some elements of required skills and knowledge as shown in the Assessment Matrix Description: From its humble beginning as a small general retail store in a village situated in the south of Sweden, IKEA has grown into the world's largest furniture retailer with 279 stores in 36 countries today. Specialising in furniture and home decoration, IKEA has an annual turnover of 19.8 billion euros (source: IKEA, www.ikea.com, accessed 25/03/2012). The IKEA catalogue is printed in 52 editions with 25 languages, with a global distribution in excess of 160 million copies. IKEA sees the Far Asia as an emerging market still in its infant stage. Its number of retail outlets in Malaysia, Singapore, Taiwan, Beijing, Shanghai and Hong Kong are very small and comprises a mere 3% of the company's total sales. These stores were expected to be more successful in the near future. IKEA's imminent strategic expansion into this region exemplified its ambitions to dominate this emerging market. This Case Study illustrates how IKEA's ventures into China and Japan are laden with unique marketing challenges which it had not encountered before in other international markets. Read the attached case (Case Study: "IKEA: A Long March to the Far East" - Source: Oxford University Press) and ...
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...------------------------------------------------- General conditions ------------------------------------------------- Assignment 1 – International Law 2 Santiago Palacios 500733 & Stijn Derksen 497290 Summary Resemblances and differences between 3 sets of general conditions. Table of Contents Apple 3 1. Scope and definitions 3 2. Orders 3 3. Delivery and Shipment 3 4. Risk and Title 3 5. Acceptance 4 6. Price 4 7. Payment 4 8. Data protection 4 9. Proprietary rights 5 10. Software license 5 11. Export control 5 12. Warranty 5 13. Telephone Support / Contacting Apple 6 14. Limitation of Liability 6 15. Governing law / Jurisdiction 6 16. General Terms 6 16.4. Modification – No modification to this Agreement shall be binding unless in writing and signed by an authorized representative of each party. 7 IKEA Terms and Conditions for Sale of Products 7 Article 1. Definitions 7 Article 2. Application of the Terms and Conditions 7 Article 3. Place of Sale / Performance of Obligations 7 Article 4. Products Subject to Purchase and Sale Contract of Products 7 Article 5. Steps Before Entering into Purchase and Sale Contract 8 Article 6. Entering into Purchase and Sale Contract 8 Article 7. Payment of Purchase Price 8 Article 8. Delivery and Transportation of Products 8 Article 9. Assembly and Installation of Products 9 Article 10. Guaranty of the Quality of Products 9 Article 11. Return Within 90 Days of Purchase...
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...and related theories.......................................................................6 3.1 How interaction design and service design integrates ...................................6 3.2 Service design ...............................................................................................7 3.3 The importance of the built environment – the servicescape ........................9 3.4 Spatial design ..............................................................................................10 4. Methods..................................................................................................................13 4.1 Literature studies .........................................................................................13 4.2 Observations ................................................................................................14 4.3 Service blueprint..........................................................................................14 4.4 Interviews with employees and customers...
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..........................................................6 . 3.1 How interaction design and service design integrates. ..................................6 . 3.2 Service design ...............................................................................................7 3.3 The importance of the built environment – the servicescape.........................9 3.4 Spatial design ..............................................................................................10 4. Methods..................................................................................................................13 . 4.1 Literature studies..........................................................................................13 4.2 Observations.................................................................................................14 4.3 Service...
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...Burangi submitted to fulfill the requirements for an MSc in Information Systems particularly the International Marketing Module. The report reflects the success of IKEA in developing its brand internationally. The purpose of this assignment is to give one analysis of the marketing context in which IKEA operates and critical evaluation of its operational options. We would like to thank Fontys and Roehapmton that give us such a good opportunity to work as a group, and we also would like to thank our tutor, Mr. Wijckmans for his instruction. Executive Summary The report gives a detailed account of the IKEA brand development over the years using marketing principles. The first chapter looks at IKEA, the background, evolvement and current position. Chapter two looks at branding in terms of the marketing mix that is product, price, promotion and place. This is the followed by chapter three which looks how IKEA handles cultural differences when conducting business across the world. Chapter four explores the various methods used by IKEA when conducting market research world wide. Chapter five gives an account of the market entry strategy used by IKEA to introduce their brand in new areas. The next chapter then delves into the details of market segmentation, positioning and targeting strategies used by IKEA. The report concludes with a look into the future world trends and their effects on the...
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...SYLLABUS MGT/448 Global Business Strategies Copyright ©2015 by University of Phoenix. All rights reserved. Course Description The manager's perspective in the fields of international payments, international trade, and investment are analyzed. Emphasis is given to the materials and concepts that illuminate the strategies, structure, practices, and effects of multinational enterprises. Course Dates Jun 30, 2015 - Aug 03, 2015 Faculty Information Name : Email Address : Phone Number : HERB SPALLA (PRIMARY) See Policies Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents (both located on your student website): • Academic Policies University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Academic Resources • Web Links Instructions Review the Web Links. SupportingMaterial Web Links • Interactive World Map Link Instructions Review the Interactive World Map Link. SupportingMaterial Interactive World Map Link • Text Citation Information for Electronic Readings Instructions Review the Text Citation Information for Electronic Readings. SupportingMaterial Text Citation Information for Electronic Readings ...
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...INTERNATIONAL MARKETING Case Study Report How Starbucks Corp. should improve its business Syndicate Group Number 1 24/08/2007 The following group assignment report was prepared for a business unit at Macquarie University, Sydney. The information given does not need to be correct. The suggestions given and conclusions drawn remain (as the whole report in itself does, too) the intellectual property of the authors. Do not use this report for plagiarism. Do not copy this report. Do not print this report. Do not hand this report in as your own! Authors and Copyright: Tanya Shahi Jorge Omar Martin Aufschläger Timo Schmerling Stefan Gassner tanyashahi@gmail.com canogeorge@hotmail.com martinaufschlaeger@gmail.com timo_schmerling@web.de mail@stefan-gassner.de 2 Case Study Report: Starbucks Corp. Table of Contents Table of Contents ....................................................................................................... 2 1. Introduction ............................................................................................................. 3 1.1 Company Profile ................................................................................................ 3 1.2 Case Summary.................................................................................................. 3 1.3 Current Situation .................................................................................................
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...|MRKT19049 | |Assignment 1- Individual research report | | Executive Summary This report explores the benefits of customer loyalty programs to both sellers and customers with a view to deciding whether such a program would be beneficial to the client, BGO – an online grocery retailer. A review of the literature suggests that the benefits to sellers include higher customer retention rates, enhanced effectiveness of marketing initiatives, the development of affective commitment from customers, and improved measurement systems. All these factors contribute to higher profitability for the business. The literature suggests that the benefits to customers include both tangible, money-saving benefits and intangible social benefits, such as a sense of belonging. Flexibility is a highly important aspect of loyalty programs because it allows customers to choose their rewards and thereby increases the perceived value of benefits in the eyes of consumers. All scholars agree that the most important benefits of a loyalty program relate to money savings. The results of the field research support most of the suggestions made in the literature. All the sellers interviewed in the survey agreed that loyalty programs were effective at retaining...
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...MB 401 STRATEGIC MANAGEMENT ______________________________________________________________________ __ INSTRUCTIONS FOR PAPER-SETTER The question paper will consist of Two parts, A and B. Part A will have 15 short answer questions (40-60 words) of 2 marks each. Part B will have 12 long answer questions of 5 marks each. The syllabus of the subject is divided into 3 sections I, II and III. The question paper will cover the entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors...
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...Contents overview List of figures List of tables List of mini case studies Acknowledgements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Introduction to International Marketing The International Marketing Environment The International Marketing Information and Research Process International Competitive Marketing Strategies Market Selection Decisions and Entry Strategies Management of Exporting and Importing International Marketing Operations and Planning Product and Brand Decisions for International Marketing Service Strategies for International Marketing International Channels of Distribution and Logistics Management Pricing Decisions in International Markets Integrated International Marketing Communications International Business-To-Business Marketing Retail Internationalization and Marketing The Internet and International Marketing Ethics and International Marketing Index xix xxi xxiii xxiv 1 34 68 104 138 172 209 239 274 303 335 367 401 430 454 478 507 Contents List of figures List of tables List of mini case studies Acknowledgements 1 Introduction to International Marketing Introduction The nature of international marketing Contextual determinants of international marketing Historical development Definition of international marketing Relationship with other business fields A theoretical framework for international marketing Approaches to internationalization Factors causing internationalization The process of firms’ internationalization A holistic approach The motivation...
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...Executive summary The report’s main objective is to build an integrated marketing plan for the “Sanhinda Saver” savings account of Sampath bank. This account is developed for Senior citizens who are in need of a savings account, which provides financial needs and other benefits expected by them. The product was introduced in June 2009, with a massive introduction campaign with TV and Radio commercials, out door promotions and hoardings at selected places. At present the product is in the growth stage. Though it was the only product specifically created for senior citizens in 2009, now there are number of competitors in the market. Marketing objectives have been set according to the competition to increase and retain the position of market leader. It is clear in the market that the other competitors are not competing with aggressive advertising strategies, but they have clearly set low pricing for value added services of their products. We have considered revising the charges of Sanhinda Saver account to win the market. But when we consider the initial deposit of our product and competitor’s product we have a significant advantage of having the lowest rate in the market. Since Sampath bank is considering improving personal banking services by implementing growth through innovative product design and outreach, developing Sanhinda brand is also considered Finally the responsible matrix and implementation procedure have been developed for the proposed plan. Therefore this will...
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...Q1. Based on research of the company, identify the range of decisions made by the company. Evaluate the effectiveness of the decisions (Criteria 1.1, Grading Criteria M1). Strategic Planning Decisions: Strategic planning decisions are those decisions in which the decision-maker develops objectives and allocates resources to achieve these objectives. Such decisions are taken by strategic planning level (top level) managers. Example: pizza hut might have the objective of increasing sales and decide to implement a strategy of offering lower prices on certain products during off hours to attract more customers. After a month of pursuing the new strategy, managers can look at sales data for the month and evaluate whether the strategy resulted in increasing sales and then choose to keep the new price scheme or alter their strategy. Management Control Decisions: Management control decisions are taken by management control level (middle level) managers and deal with the use of resources in the organization. Example : The system installed at each Pizza Hut delivery outlet, restaurant and area managers office includes password‐controlled access to an enterprise information portal, mymicros.net. This content‐rich and secure Internet portal enables area and store managers and staff costs, with real‐timer reports obtained via a Web browser at any time. This enables ,managers to react immediately to any emerging issues and run their...
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...Technology Ventures From Idea to Enterprise is p r bite ohi d. se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us se The pre na limi ry p s age are p are rep d fo r s ent tud s of D ho r. T ma Any s. yer sB oth e e r us is p r bite ohi d. Technology Ventures From Idea to Enterprise d. Thomas H. Byers Stanford University se The pre na limi ry p s age are p a Richard C. Dorf . Thom f Dr University of California, Davis so t den stu r d fo Andrew J. Nelson are rep University of Oregon Any s. yer sB oth e e r us is p r bite ohi TECHNOLOGY VENTURES: FROM IDEA TO ENTERPRISE, THIRD EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright @ 2001 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2008 and 2005. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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