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IKEA has been forced to develop a supply chain model that is very scrutinizing of supplier labour policies, putting considerable strain on in-house procurement to ensure compliance to IKEA’s no child labour processes. These can represent significant costs and restructuring of the supply chain to ensure that no products are being subcontracted from regions that use child labour in production. At a time when IKEA is concerned with cost-cutting measures, this can complicate distribution and operations, making political issues in child labour a budgetary problem.
In Russia, IKEA global has been hindered by ongoing corruption that is occurring at the governmental and cultural levels. IKEA actually froze its investments in Russia in 2009 due to its anti-corruption stand and a recent scenario that involved bribes paid to subcontractors related to the procurement of electricity suppliers in St. Petersburg (Betts 2010). This puts pressure on strategic expansion plans as the company must cut through bureaucracy red-tape and attempt to gain governmental support for anti-corruption. In many ways, IKEA is at the mercy of regional governments who seem, in some territories, to turn a blind eye to these business practices. Campaigning against corruption represents a similar strain to operating budget and proper, efficient utilization of executive personnel.
Betts (2010) identifies that IKEA has also dealt with corruption in France that was occurring from political groups that suggested IKEA was involved in the exploitation of French workers at its stores. IKEA received cultural backlash from French citizens on picket lines that disrupted trading with 26 French retail stores. IKEA must continuously deal with political angst in certain countries where it operates and, since the company’s supply chain is global, becomes a target of political objectives.
The economic environment differs in
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Current Company Situation X 3.1 Past Performance Analysis X 4. External Analysis X 4.1 General Environment X 4.1.1 Political X 4.1.2 Economical X 4.1.3 Social X 4.1.4 Technological X 4.2 Industry Analysis X 4.2.1 New Entrants X 4.2.2 Substitute Products X 4.2.3 Bargaining Power of Suppliers X 4.2.4 Bargaining Power of Customers X 4.2.5 Competition X 5.
British Airways (BA) is recognized as a full service providing global airline. It offers its service on a ‘year-round low fares’ basis. They also provide worldwide route network of airline that fly generally to and also from centrally-located airports (British Airways, 2011).
power tools and lawn equipment industry. The mission of the company needs to be different and very clear. The important areas of mission statement include who we are, what is our business, what products do we offer, and why we chose the particular business.
It would deal with the background of the company. It would also reflect how the organization has successfully achieved competitive advantage in global perspective. It would be highlighting the strewgic option selected by Google in the Porter’s three generic strategies.
Main products of the company are printers, personal computers, network management software, high end servers etc. Company is operating its business globally in several areas like printing, computing, digital imaging. Beside this, the company is also providing software and services.
The stores of Starbucks are said to present a warm feeling to its consumers which makes them visit the stores repeatedly (Gambardella, 2009; Kachra, 1997).
The strategy fits well with the potential and the capabilities of Starbucks as it has been successful
e fruitfully in this changing environment, they continually need to advance their performance through cost reduction, innovating processes and products as well as improving quality of product, productivity, and speed (Adair 45). Strategic management in a business organization is
This is the basic concept of strategic management. The Balanced Scorecard Institute, a critical player in strategic management provides a basic introduction to strategic management, starting by differentiating strategic planning from strategic