...the rest of the world. Design/methodology/approach – The four P classifications are used as a framework to compare the central marketing strategies of IKEA with marketing strategies used in China. The paper builds on both primary and secondary data. Interviews with senior managers at IKEA are conducted and studies on business and retailing in China are used. Findings – The marketing strategies used by IKEA in China are found to be different from the standardised strategies it uses throughout the rest of the world. Several of the changed strategies are central to the business concept of IKEA. Research limitations/implications – The present paper shows the challenges for a standardised marketing concept and its implications. Originality/value – The paper provides, in the context of the standardisation and adaptation of marketing activities, a more nuanced and up-to-date picture of the strategies used by IKEA compared to previous studies. Keywords Retail management, Marketing strategy, Standardization, China Paper type Research paper 1. Introduction Retail internationalisation is not a new topic. Rather, it is one of the most discussed topics in retailing in the last ten to 20 years. The themes on these topics have...
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...Standardized marketing strategies in retailing? IKEA’s marketing strategies in China, Sweden and the UK Steve Burt University of Stirling Department of Marketing, Institute for Retail Studies STIRLING FK9 4LA, Scotland, the UK. Ulf Johansson* *Contact author Department of Business Administration Lund University P. O. Box 7080 SE-220 07 Lund, Sweden e-mail:ulf.johansson@fek.lu.se Åsa Thelander Department of Communication Studies Lund Universitety, Campus Helsingborg, P O Box 882 SE-251 08 Helsingborg, Sweden Paper accepted for presentation at the 1st Nordic Retail and Wholesale Conference in Stockholm (Norrtälje), 6-7/11, 2008 Abstract IKEA is rumored to be a very standardized retailer, i.e., a certain set of marketing strategies is used that are the same around the world. This indeed sets IKEA, operating on markets in Europe, US as well as Asia and Australia, apart among international retailers. Often the theoretical conclusions in international marketing literature, as well as empirical evidence, argue convincingly for the more adaptation (to different markets) in different national markets. But is IKEA so standardized in marketing strategies? So far there are quite few, and very dated, empirical studies of IKEA marketing strategies (yet many refer to IKEA as having a standardized marketing strategy). Here marketing activites are conceptualized to concern: Merchandise - putting together an assortment of products (e.g., national and retailer brands, pricing and pricing...
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...Journal of Retailing and Consumer Services 18 (2011) 183–193 Contents lists available at ScienceDirect Journal of Retailing and Consumer Services journal homepage: www.elsevier.com/locate/jretconser Standardized marketing strategies in retailing? IKEA’s marketing strategies in Sweden, the UK and China ˚ Steve Burt a, Ulf Johansson b,n, Asa Thelander c a University of Stirling, Institute for Retail Studies, Stirling Management School, Stirling FK9 4LA, Scotland, UK Department of Business Administration, Lund University, P.O. Box 7080, SE-220 07 Lund, Sweden c Department of Communication Studies, Lund University, Campus Helsingborg, PO Box 882, SE-251 08 Helsingborg, Sweden b a r t i c l e in fo Available online 29 September 2010 Keywords: IKEA Retail internationalisation Retail marketing mix Standardisation Sweden the UK China abstract IKEA is often cited as an example of a ‘global’ retailer which pursues a similar ‘standardized’ approach in every market. This paper systematically assesses the degree of standardisation (and adaptation) of four commonly identified retail marketing mix activities – merchandise, location and store format, the selling and service environment, and market communication – within three countries. These countries – Sweden, the UK and China – represent different cultural settings and are markets in which IKEA has been operating for different lengths of time. The data upon which the comparison is based was generated from personal interviews...
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...Retailing in the 21st Century Manfred Krafft ´ Murali K. Mantrala (Editors) Retailing in the 21st Century Current and Future Trends With 79 Figures and 32 Tables 12 Professor Dr. Manfred Krafft University of Muenster Institute of Marketing Am Stadtgraben 13±15 48143 Muenster Germany mkrafft@uni-muenster.de Professor Murali K. Mantrala, PhD University of Missouri ± Columbia College of Business 438 Cornell Hall Columbia, MO 65211 USA mantralam@missouri.edu ISBN-10 3-540-28399-4 Springer Berlin Heidelberg New York ISBN-13 978-3-540-28399-7 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2005932316 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered names, trademarks, etc. in this publication does not...
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...Gujarat Technological University MBA Semester - IV Syllabus for MBA Programme effective from the Academic Year 2009-10 onwards The course curriculum and syllabus for MBA of Gujarat Technological University are devised considering the norms of AICTE/UGC. While preparing the syllabus, the syllabi of different national level universities/institutions have been taken into account. This syllabus has endeavoured to strike a balance between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective...
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...Society Program with the generous support of THE FUTURE OF FASHION: SUSTAINABILITY THROUGH THE LENS OF THE FASHION INDUSTRY* By: Jennifer Johnson & Gina Wu Companies across all industries are facing the challenges of business sustainability, debating how best to address these risky issues while also embracing their opportunities for competitive advantage. This Teaching Module uses the context of the fashion industry to discuss topics that are shaping the future of all industries. These topics include sustainable resource management, the challenges and opportunities of global growth, workforce management, and the role of ethical consumption in business. The fashion industry offers a compelling case study for exploring business sustainability issues. In the fashion industry, as in many industries, success requires highly developed sourcing, design, manufacturing, and marketing chains. Increasingly, success also means incorporating sustainability in resource and labor management, as firms realize that long-term corporate survival will depend on new ways of doing business. Climate change, resource challenges, new technologies and dramatic shifts in the global economy are already impacting the industry. The nexus of these concerns allows students to explore sustainability challenges while providing a framework for discussing new business models and management techniques for the future. Given its enormous reach and connection to important business topics ranging from climate...
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...Gujarat Cooperative Milk Marketing Federation Amul Brand Amul is the No. 1 dairy brand in India. Their products are sold internationally e.g. Australia, Japan, Hong Kong and China. Amul has firm commitment to corporate social responsibility. They have gained much international recognition, e.g. Case Study for Harvard Business School, for the brand’s contribution to local farmers. Such commitment guarantees high quality production of their range of products GCMMF: An Overview Gujarat Cooperative Milk Marketing Federation (GCMMF) is India's largest food products marketing organisation. It is a state level apex body of milk cooperatives in Gujarat which aims to provide remunerative returns to the farmers and also serve the interest of consumers by providing quality products which are good value for money. CRISIL, India's leading Ratings, Research, Risk and Policy Advisory company, has assigned its highest ratings of "AAA/Stable/P1+" to the various bank facilities of GCMMF. Members: | 13 district cooperative milk producers' Union | No. of Producer Members: | 2.79 million | No. of Village Societies: | 13,328 | Total Milk handling capacity: | 11.22 million litres per day | Milk collection (Total - 2008-09): | 3.05 billion litres | Milk collection (Daily Average 2008-09): | 8.4 million litres | Milk Drying Capacity: | 626 Mts. per day | Cattlefeed manufacturing Capacity: | 3500 Mts per day | Corporate social responsibility (CSR) has been defined as the...
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...387 From supply chains to value chains: A spotlight on CSR Malika Bhandarkar and Tarcisio Alvarez-Rivero* 1. Introduction Corporate social responsibility (CSR)1 has become a hot topic in boardrooms across the world. Changes in corporate value systems are being driven by pressures from different actors, including governments, consumers, non-governmental organizations (NGOs) and institutional investors (diagram 1). Multinational corporations (MNCs) have operations spread across the globe, relying on both foreign affiliates and arm’s-length suppliers arrayed along global supply chains, many of which encompass developing countries. What then does the growing CSR movement mean for developing country producers? The chapter addresses this question. Diagram 1 Institutional Investor Tier I Tier II Tie r III NonGovernmental Organization Multinational Corporation Supply Chain, consisting of: Consumer Government CSR has relevance to many facets of a corporation’s operations. Strong CSR policies can help to recruit the right people for the job, keep attrition rates low by promoting a “feel good” quotient, improve corporate image, prepare for future regulation, empower “soft” laws (Vogel, 2005, p.162), appease green customers, and convince institutional investors that the corporation is following sustainable practices that positively impact the bottom line. * Policy Integration and Analysis Branch, Division for Sustainable Development, UNDESA...
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...United Parcel Service: Moving at the Speed of Business 1. What is UPS's business model? Does it move at the "speed of business"? Explain. 2. Who is UPS's target market? What service(s) is UPS providing? 3. Who are UPS's competitors? What are the limits of their business models? UPS has been rated "America's most admired mail, package and freight delivery company" for sixteen consecutive years by surveys conducted by Fortune magazine, and in 1998 was named "world's most admired" in the same category. United Parcel Service (UPS) is one of America's ten largest airlines. It is the largest private user of cellular technology on earth. Its drivers' handheld computers make a million wireless calls a day. UPS also handles about six percent of the nation's daily gross domestic product. The $24 billion company (see Table 1 for historical financial data) has 330,000 employees, delivering 12 million packages a day to seven million customers. Company revenues for the quarter ending March 31, 1999, totaled $6.33 billion, up 8% compared to the $5.86 billion reported for the same period in 1998. Net income for the 1st quarter rose to $499 million compared to the $352 million reported for the same period in 1998, a 42% jump. As the world's largest package distribution company, UPS transports more than 3 billion parcels and documents annually (See Table 2 for industry data). UPS operates more than 500 aircraft, 157,000 vehicles and 2,400 package and sorting centers to provide service...
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...United Parcel Service: Moving at the Speed of Business 1. What is UPS's business model? Does it move at the "speed of business"? Explain. 2. Who is UPS's target market? What service(s) is UPS providing? 3. Who are UPS's competitors? What are the limits of their business models? UPS has been rated "America's most admired mail, package and freight delivery company" for sixteen consecutive years by surveys conducted by Fortune magazine, and in 1998 was named "world's most admired" in the same category. United Parcel Service (UPS) is one of America's ten largest airlines. It is the largest private user of cellular technology on earth. Its drivers' handheld computers make a million wireless calls a day. UPS also handles about six percent of the nation's daily gross domestic product. The $24 billion company (see Table 1 for historical financial data) has 330,000 employees, delivering 12 million packages a day to seven million customers. Company revenues for the quarter ending March 31, 1999, totaled $6.33 billion, up 8% compared to the $5.86 billion reported for the same period in 1998. Net income for the 1st quarter rose to $499 million compared to the $352 million reported for the same period in 1998, a 42% jump. As the world's largest package distribution company, UPS transports more than 3 billion parcels and documents annually (See Table 2 for industry data). UPS operates more than 500 aircraft, 157,000 vehicles and 2,400 package and sorting centers to provide service...
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...United Parcel Service: Moving at the Speed of Business 1. What is UPS's business model? Does it move at the "speed of business"? Explain. 2. Who is UPS's target market? What service(s) is UPS providing? 3. Who are UPS's competitors? What are the limits of their business models? UPS has been rated "America's most admired mail, package and freight delivery company" for sixteen consecutive years by surveys conducted by Fortune magazine, and in 1998 was named "world's most admired" in the same category. United Parcel Service (UPS) is one of America's ten largest airlines. It is the largest private user of cellular technology on earth. Its drivers' handheld computers make a million wireless calls a day. UPS also handles about six percent of the nation's daily gross domestic product. The $24 billion company (see Table 1 for historical financial data) has 330,000 employees, delivering 12 million packages a day to seven million customers. Company revenues for the quarter ending March 31, 1999, totaled $6.33 billion, up 8% compared to the $5.86 billion reported for the same period in 1998. Net income for the 1st quarter rose to $499 million compared to the $352 million reported for the same period in 1998, a 42% jump. As the world's largest package distribution company, UPS transports more than 3 billion parcels and documents annually (See Table 2 for industry data). UPS operates more than 500 aircraft, 157,000 vehicles and 2,400 package and sorting centers to provide service in more...
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...direction of Vivek Gupta, ICFAI Center for Management Research (ICMR). It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources. 2003, ICFAI Center for Management Research. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means – electronic or mechanical, without permission. To order copies, call 0091-40-2343-0462/63/64 or write to ICFAI Center for Management Research, Plot # 49, Nagarjuna Hills, Hyderabad 500 082, India or email icmr@icfai.org. Website: www.icmrindia.org OPER/020 WAL-MART'S SUPPLY CHAIN MANAGEMENT PRACTICES “When you start to collapse the supply chain, accuracy in execution becomes critical. Any lack of accurate information and processes creates costly bottlenecks in the flow of goods and materials.” -- Bruce Richmond, Global head, Andersen Consulting. y INTRODUCTION tC op The US-based Wal-Mart ranked first in the global Fortune 500 list in the financial year 2001-02 earning revenues of $219.81 billion (Refer Table I). Wal-Mart was the largest retailing company in the world. The company was much bigger than its competitors in the US – Sears Roebuck, KMart, JC Penney and Nordstrom combined (Refer Exhibit I). In 2002, Wal-Mart operated more than 3,500 discount stores, Sam’s Clubs and Supercenters...
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...Suggestions Walmart needs to adjust to the Chinese market, while leveraging its source of competitive advantage. This requires a delicate balance. At the US, the brand Walmart is associated with low price rather than quality. In China, where everyone is going for low prices and providing low quality to do so, Walmart’s own brand could be an assurance for low prices but with quality by making the Walmart name about more than just retailing. The suggested strategy in the 2008 Walmart supplier meetings shows that it’s heading in that direction (Business Week). This also follows Gome’s strategy of renaming its suppliers to their own brand (Business Week), but goes beyond it as the foreign brand in China is already associated with higher reliability and quality assurance. This actually holds true in China were retailers do a better job of enforcing supplier quality than the local regulations. With that, Walmart is still able to use its expertise and knowledge in supplier negotiation and distribution system to keep costs down. Although Walmart is a Joint-Venture, the sources do not mention any attempt to leverage the local partner to meet the local market, which seems the opposite to some other joint ventures discussed like Danone and Wahaha. Working together with the local partner to understand where and how the local regulations can be used or adjusted for Walmart’s success and gaining a stronger hold of the potential customer’s heart might help Walmart’s growth and dominance in...
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...fulfillment of the requirement for the award Of MASTER OF BUSINESS ADMINISTRATION SUBMITTED BY NITIN TYAGI 0823170410 UNDER THE SUPERVISION OF External: Mr. Alok Agarawal (Area Sales Manager) Internal: Mr. Neeraj Kumar (Lecturer) Department of Management R.D.ENGINEERING COLLEGE, DUHAI, GHAZIABAD 1 DECLARATION I here by declare that this project report prepared in lieu of a compulsory paper for the partial fulfillment of Management of Business Administration (HR and Marketing) is my original work which I have submitted in Coca Cola to my guide Mr. Neeraj Kumar. No part of it has been submitted to any other university or organization. All the information and data in my project are authentic to the best of my knowledge and taken from reliable sources. Nitin Tyagi 2 ACKNOWLEDGEMENT Survey is the team project, while my name is on the cover page of this project, literally many of people have contributed to this summer training Project report. Every work requires a commitment but this commitment goes in rain when there is no guidance. I am extremely thankful to Mr. SAMEER MANDAL (Sr. Sales Executive) under whose able guidance I have worked on this survey & for his willing and every available cooperation through out the project. Last but not the least; I acknowledge with thanks the valuable suggestions of Mr. Sandeep Yadav & all my friends and all of my wishers. NITIN TYAGI 3 PREFACE Summer Training in any organization is an attempt to provide the student...
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...Introductory Marketing Place Chapter 11 Armstrong/ Kotler Marketing: An Introduction Marketing Channels and Supply Chain Management I. The Nature of Distribution Channels Channels of Distribution is known as "Place" in the "4 P's" model of Marketing. Distribution Channels provide the utility of place, of having products where the customer wants when the customer wants them. In these days of customer focus and emphasis on competition, the 4 P's model is considered very simplistic, and I've always thought that was probably why Marketers began referring to Place as Channels, to move us away from "The "4 P's" as a description of all of what Marketing is about; nevertheless, "place" is a convenient way to think of the term Channels of Distribution. |Distribution is particularly important in a country |[pic] | |like Canada with our huge size and our northern | | |climate. Every spring, trucks go down through the ice | | |in places where frozen water is used as a seasonal | | |road; this truck is sinking in Lake Winnipeg. | | |[pic] ...
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