英国克莱菲尔德大学论文代写 :宜家集团的增长战略

07 2月 英国克莱菲尔德大学论文代写 :宜家集团的增长战略

英国克莱菲尔德大学论文代写 :宜家集团的增长战略

2014年,宜家集团积极劝说其自2012年末开始的增长战略,重点是到2020年实现销售额翻番,达到500亿欧元。集团管理层(GM)通过在303家门店增加市场份额,在不同的目标市场开设至少200家门店(Rangan et al., 2014),努力实现增长。宜家首席可持续发展官在这一增长计划中发现了重大机遇。然而,在考虑整个组织同样雄心勃勃的可持续性计划的情况下,这种积极的增长已经产生了影响。在2012年后期,宜家考虑推出一个全面的可持续发展战略,这是一个人与地球积极的(So et al., 2012)。关键的焦点是组织的整个价值链,从原材料的采购到客户的生活方式。可持续发展是宜家核心商业战略的组成部分。

英国克莱菲尔德大学论文代写 :宜家集团的增长战略
尽管取得了这些成就,宜家木材供应链的可持续性问题被认为是极具挑战性的,因为该公司寻求采购木材产品和靠近消费者市场的木材,以尽量减少运输成本。然而,增长计划的重点是新兴市场的平台,其中缺乏木材供应商,未能满足整个组织严格的可持续标准(Hrelja et al., 2012)。否则,该公司一直把诚实努力变换的基础材料,试图成为一个独立的生产者的权力,解除条件的工作链的供应,在生产部门和加速趋势成为最大的零售商全球节能的LED。此外,可持续性是推动如此大规模增长的一个主要因素,并最终成为决策过程中的一个基本元素(Rangan et al., 2014)。可以肯定的是,该公司的增长战略不会以任何方式与宜家的可持续发展目标相冲突。

英国克莱菲尔德大学论文代写 :宜家集团的增长战略

In the year 2014, the IKEA Group was aggressively persuading its strategy of growth, initiated since the later period of 2012 with the key focus on increasing sales at double rate reaching 50 billion Euros by the year 2020. The Group Management (GM) put in efforts for the achievement of growth by increasing shares in the market with current operations in 303 stores and by opening at least 200 additional stores across different target markets (Rangan et al., 2014). Major opportunities have been discovered by the Chief Sustainability Officer of IKEA in this plan of growth. However, implications have been viewed in these kinds of aggressive growth under the consideration of equally ambitious plans of sustainability across the organization. In the later period of 2012, IKEA considered launching a comprehensive strategy of sustainability that is People and Planet Positive (So et al., 2012). The key focus is one the entire value chain of the organization, from the sourcing of raw materials moving towards the lifestyle of the customers. Sustainability is the integral element for the core business strategy of IKEA.

英国克莱菲尔德大学论文代写 :宜家集团的增长战略
Irrespective of such achievements, issues of sustainability in the wood supply chain of IKEA was known to be extremely challenging as the company sought for the procurement of wood products and wood close to the markets of consumer for minimizing costs of transportation. However, the plans of growth had key focus on the platforms of emerging market within which there was lack of suppliers of wood and they failed in meeting the stringent standards of sustainability across the organization (Hrelja et al., 2012). Otherwise, the company has been putting in honest efforts to transform the base of material while trying to become an independent producer of power, lifting condition of work by the chain of supply, and accelerating trend in the sectors of production as it becomes the biggest retailers of energy efficient light of LED across the globe. Also, Sustainability is a major factor driving such massive growth and has ended up becoming a fundamental element in the process of decision making (Rangan et al., 2014). There is surety that the growth strategy of the company will not, in any way, conflict the sustainability targets of IKEA.