3 case of ikea(全英宜家案例)
标准简历表格-十二岁生日贺词
CASE: IKEA
The Swedish retailer
dominates markets in 32 countries, and now it’s
poised to conquer North
America. It’s battle
plan: Keeping making its offering less expensive,
without making them cheap.
Above all else, one
factor accounts for IKEA’ success: good quality at
a low price . IKEA sells
household items that
are cheap but not cheapo, at price that typically
run 30 to 50 percent below
the competitions.
While the price of other competitions’ products
tends to rise over time, IKEA
says it has
reduced its retail prices by a total of about 20
percent during the past four years . At
IKEA
the process of driving down costs starts the
moment a new item is conceived and continues
relentlessly throughout its production run.
The price of a basic Poang chair,for example,has
fallen
from $$149 in 2000 to $$99 in 2001 to 79
today. IKEA expects the most recent price cut to
increase Poang sales by 30 to 50 percent.
IKEA’s corporate mantra is “Low price with
meaning .”The goal is to make things less
expensive without ever making customer feel
cheap Striking that balance demands a special kind
of design, manufacturing, and distribution
expertise. But IKEA pulls it off in its
distinctive way:
tastefully, methodically,
even cheerfully, and yet somehow diffidently than
any other company
anywhere. Here ‘s a step-by-
step guide to how IKEA designs, builds, and
distributes the items that
the entire world
wants to buy.
The Trofe mug is one of the
most popular IKEA products. The story of mug is an
example
of how IKEA works ,from a coworker’s
bright idea through to production and sales. It is
also a
story about all the demands that we and
our customers place on IKEA. A low price tag is
the
obvious one, but other requirements
include function, modern design, environmental
considerations, and making sure products have
manufactured acceptable working conditions.
Both customer and coworkers must be able to
rely on IKEA.
A PRICE
PRODUCT
DEVELOPMENT—A sketch for a new product? Yes, but
it’s also a calculation of what
that product
will cost. The low price begins at the drawing
board.
The team behind each product
consists of designers, product developer, and
purchaser
who get together to discuss design ,
materials, and suitable suppliers. Everyone
contributes with
their specialist knowledge.
Purchaser, for example, use their contacts with
supplier all over the
world via IKEA Trading
Service Office. Who can make this at the best
quality for the right price at
the right time?
When product developer Pia Eldin
Lindsten was also told how much it should cost in
the
stores. In the case of Trofe, the price
had to be incredibly low—five Swedish kronor! This
mug had
to have a real knock- out price.
To produce the right mug at the right price, Pia
and he colleagues had to make into
account
materials, colors, and design. For example, the
mug is made in green, blue, yellow, or
white
as these pigments cost less than other shades,
such as red.
Step 2,CHOOSE A MANUFACTURER
Suppliers and Purchasing –The task of
developing products never ends. Working with
suppliers,
the mug was shortened and the
handle changed so it stacks more efficiently,
saving space for
transport, warehousing, and
store display-and, not least, in the customers’
cupboards at home..
IKEA is always keen
to banish as much air as possible from its
packaging. Packages should
preferably be flat
for efficient transport and storage.
One
supplier, a factory in Romania, has worked with
IKEA for 15years. Long-term relationships
help
both parties to build up a huge fund of knowledge
about demands and expectations. That is
why
products are often developed in close cooperation
with suppliers. In the case of Trofe, for
example, the new size has rationalized
production by making better use of the space in
the kiln
during the firing process. That’s
cost-effective and saves time.
IKEA has
introduced a code of conduct governing working
conditions and environmental
awareness among
supplier. This deals with matters such as health
and safety in the workplace
and forbids the
use of child labor. The practical work of
implementing this code of conduct is
carried
out by coworkers in IKEA Trading Service Offices
worldwide. Many suppliers already meet
the
demands; others are working together with IKEA
also works closely with external quality
control and audit companies who check that
IKEA and its suppliers live up to the requirements
of
the code of conduct.
The low price
tag is crucial to the vision IKEA has of creating
a better everyday life for many
people. That
is why IKEA works nonstop to reduce costs. But
it’s also a question of saving raw
materials
and, ultimately, the environment. The low-cost mug
is one example of how
environmental
considerations can influence the development of
products. For example, the new
mug is lighter
in color-a move that cuts costs and is more
environmentally friendly. The less
pigment
that is used, the better. The mug is also lead and
cadmium free.
STEP 3. DESIGN THE PRODUCT
With a price point and a manufacturer in
place, IKEA once again uses internal competition
to find
a designer and select a design for
production. The designer begins the design process
by writing a
brief that explains the product’s
price, its function, the materials to be used, and
the fabricator’s
capabilities. The designer
then sends the brief to IKEA’s staff designers and
freelancers, and
refines promising designs
until settling on the one to produce. The designer
wants products to be
like Swiss Army knives—to
get maximum functionality at minimum cost.
Step 4. Ship IT
Distribution and logistics
are the lifebiood of IKEA and important pieces of
the puzzle on
their road to a low strives to
deliver the right number of goods to the right
stores at
the right calculate the goods
requirement and make sure that delieveries are
efficient.
Each pallet holds 2,024 mugs,which
are transported from Romania by rail,road,and sea
to
IKEA distribution centers around the
otationdoes,of course,have an effect on the
environment,but IEKA is working toward
reducing environmental impact.
Many of IEKA’s
products are bulky,for example,tables and
pioneered the
concept of company’s eureka
moment occurred in 1956,when one of IKEA’s first
designers watched a customer trying to fit a
table into his was only one way to do
it:Remove the that day forward ,most IKEA
products have been designed to ship
disassembled,flat enough to be slipped into
the cargo hatch of a station wagon or safely tied
down on an auto’s roof rack.
In IKEA’s
innately frugal corporate culture ,where waste has
been declared a “deadly
sin”,the flat package
is also an excellent way to lower shipping costs
by maximizing the use of
space inside
shipping company estinates transport volume would
be six times
greater if its items were shipped
the designed studio to the warehouse
floor,IKEA employees’ mantra is always the
same: “we don’t want to pay to ship air.”
Making things flat is an IKEA many times can
you redesign a simple
fired-clay coffee
mug?IKEA’s mug was redesigned three times—simplely
to maximize the number
of them that can be
stored on a ally,only 864 mugs would fit.A
redesign added a rim
such as you’d find a
flowerpot,so that each pallet could hold 1,280
mugs .Yet another redesign
created a shorter
mug with a new handle,allowing 2,024 to squeeze
onto a the
mug’s sales price has remained at
50 cents,shipping costs have been reduced by 60
percent,which is a significant savings,given
that IKEA sells about 25million of the mugs each
better ,the cost of production at IKEA’s
Romanian factory also has fallen because the
more compact mugs require less space in the
kiln.
As IKEA has shifted more of its
buying from Europe to the Far Eest, shipping time
and
costs have become an even more critical
concern . Last year China tied Sweden atop IKEA’s
list
of supplier countries. The company has
responded by creating a global network of
distribution
centers, most of which are 18
IKEA distribution centers worldwide—which handle
about 70
percent of IKEA’s total product
line—and 4 more are under construction. The other
30 percent of
IKEA’s products travel directly
from supplier to store.
Step 5. Sell It
IKEA sells a lot of expensive furniture, and
in a traditional store this is relatively easy:
Put a piece
in a lush setting, let the
customer fall prey to visions of wealth and
comfort, then offer plenty of
easy credit. But
to keep prices low, IKEA needs to sell furniture
and other products such as the
mug without
salespeople or conspicuous price reductions. The
company asks customers
assemble their
furniture themselves. And IKEA doesn’t want to
ship it to you either. By any
conventional
measure, these are formidable hurdles to overcome.
Yet they also explain why IKEA
has worked so
hard to create a separate world inside its
stores—a kind of theme park
masquerading as a
furniture outlet—where normal rules and
expectations don’t apply.
The Trofé mugs
arrive at IKEA stores packed on pallets. Any
transportation packaging is
collects for
recycling. Price tags have already been placed on
the mugs at the supplies. In-store
display is
important. It’s not just a question of displaying
mugs and other products. It’s also about
providing inspiration for smart interior
solutions. Customers contribute to the low prices
at IKEA
by selecting and collecting the
products from the self-serve area, taking them
home, and using
the instructions enclosed to
assemble them. Many will have already chosen the
products from
the IKEA catalogue. Of which 110
million copies are printed in 34 different
language versions.
When you walk through the
door of an IKEA store, you enter a meticulously
constructed
virtual Sweden. The first thing
you encounter is a company-sponsored child-care
facility. Hungry?
Have some of those Swedish
meatballs and lingonberries. The layout of an IKEA
store guides
shoppers in a predetermined path
past several realistic model homes, which convey
an eerily
live-in impression but are open for
customers to sit in.. Information kiosks provide
advice on
home decor. Color-coordinated cards
offer plenty of suggestions on offbeat uses for
products.
But the emphasis is always on price.
Low-priced products that IKEA calls BTIs
(“breathtaking items”) are often perched on
risers, framed by a huge yellow price tag. Nearby,
shoppers will find other products-pricier,
more design-oriented——as substitutes for the BTI.
The model homes suggest cheerful
young people throwing dinner parties in hallways,
using
mismatched office chairs and narrow side
tables. These aren’t the aspirational images
you’ll find
at Pottery Barn or Crate & Barrel.
These are people who are living well in modest
circumstances
—frugal folks who know the value
of a comfortable place to sit.
IKEA says its
biggest selling point is the price tag, but it
can’t hurt that getting through one of
IKEA’s
huge stores takes a lot of time. The layout is
blatantly manipulative—though in
friendly，
knowing way, not unlike at
Disneyland—but when customers finally arrive at
the checkout
counter, they’ve had plenty of
time to fully consider their purchases.
IKEA
products broadcast an ethos for living in the
modern world: Don’t buy an ugly pitcher if
you
can get a stylish one for the same price. If you
organize your plastic bags, you’ll feel more
control of your life. It’s left-brain logic
applied to the right-brain art of living well. And
if happiness
involves dragging a cumber-some
flat package off the shelf, standing in line at
checkout, hauling
the box home, and spending
hours assembling a kitchen cabinet, well, 260
million customers a
year are willing to make
that trade-off.
And, of course, next year it
will be even cheaper.
QUESTIONS
1. What are IKEA’s competitive priorities?
2. Describe IKEA’s process for
developing a new product.(Design)
3. What are additional features of the IKEA
concept (beyond their design process) that
contribute to creating exceptional
value(意外的价值) for the customer?
4. What would be important criteria for
selecting a site for an IKEA store?
Background
SWOT
1. Design
1.1 Product design development
4 typical
phases
1.2 Designing for the Customer
QFD: house of quality
VAVE
1.3 Design
for Manufacture & Assemble (DFMA)
2. Price
2.1 How to price?
6
steps
Pricing methods
Marketing mix
2.2
2.3
制作：小强 老胡 祖志 小壮 周扬