IKEA †Case Study Essay

Synopsis of the situationIKEA (Ingvar Kamprad Elmtaryd Agunnaryd) is a privately held, international home intersection points party that designs and sells ready-to-assemble article of furniture, appliances and home accessories. The company is now the worlds largest furniture retailer. IKEA was founded in 1943 by 17-year-old Ingvar Kamprad in Sweden, named as an acronym comprising the initials of the founders name (Ingvar Kamprad), the farm where he grew up (Elmtaryd), and his home parish. Kamprad started the company at his home as a mail order company. He change goods which he purchased from low priced sources and then advertized in a newsletter to local betraykeepers. In 1948 he added in his catalogue furniture. Furniture was a success so he gave up the small items and focused only when on furniture. In 1951 he opened the primary display store in nearby Almhult where the guests could prevue and inspect products and then order from the catalogue.This was also an immediate su ccess as people travelled make up from Stockholm to visit the store. This led IKEA to stop accepting mail orders. Now, the IKEA strategy is to publish a annually catalogue, distribute it to the clients and encourage them to visit the store name (Barlett, Ghoshal, & Beamish, 2008). The sales take off in the previous(a) 50s led IKEA to look abroad for new sources of supply as the local industry could non oppose to the demand. In 1961, IKEA outsourced production to furniture factories in Poland. Poland became IKEAs largest source and lowered significantly the production costs. This allowed IKEA to reduce its prices point more. The success in Poland led IKEA to adopt a general principle that it should mot own its path of production but should look for suppliers with whom it should develop close long term relationships.Building on the first stores success, the first store in Stockholm opened in 1965. Even in the beginning that, in 1963, IKEA operated a store in Oslo. Othercountrie s followed and today IKEA operates 313 stores in 38 countries, most of them in Europe, North America, Asia and Australia (IKEA, 2010). Some of IKEAs competitive advantages are that the brand is associated with simple, low cost,stylish products. The concept was furnishing products and house-wares that had wide compendium to a variety of markets and segments, both consumer and the business market exclusively. Both markets were looking for well styled, high choice furniture that reasonably priced and readily available.Also, IKEA developed a model for the business, where it was able to keep costs low. From the customer point of view, they were able to buy low cost furniture, even though they had to assemble and collect the flat-packed furniture from stores. IKEA to was able to reduce costs, as this costly part of the value chain was carried out by the customer.Adding to that, IKEA promoted the Swedish lifestyle. Many people associate Sweden with a fresh, healthy way of life. This Swed ish lifestyle is reflected in the IKEA product range. The freshness of the open air is reflected in the colors and materials used and the sense of space they create platinum-blonde woods, natural textiles and untreated surfaces. Also IKEA stores promote Swedish food and products. IKEAs low-priced restaurant and grocery shop have made IKEA Swedens leading food exporter. However, global expansion was not without problems for IKEA. During the 1980s environmental problems arose with some of IKEAs products and during the 1990s IKEA was accused that its suppliers were using child comprehend. In the 1980s the formaldehyde regulations passed in Denmark caused problems to IKEA. after(prenominal) the discovery that some of its products emitted more formaldehyde than the legislation allowed the company was fined.The company responded and established stringent requirements regarding formaldehyde emissions. Even though, the problem did not vanish as in 1992 a German investigation team found that an IKEA bookcase had higher(prenominal) emissions that the ones allowed by the German law. Since then, IKEA has repaird its procedures to evaluate the environmental impact of its products. Currently, IKEA uses a ray called the e-Wheel to evaluate the environmental impact of its products. The e-Wheelhelps IKEA to analyze the four stages within the life of a product. This also helps suppliers improve their understanding of the environmental impact of the products they are supplying (The Times 100).Next, the issue with child lying-in arose in 1994 when a Swedish television documentary showed children in Pakistan working at weaving looms. IKEA was one of the several(prenominal) Swedish companies that were mentioned as importers of carpets from Pakistan. IKEA was unaware of the problem and tried to respond by sending a wakeless team to Genevafor input and advice from the International Labor.Association(ILO). IKEA discovered that child labor was not illegal in these countries so the only way to handle the problem was by adding a clause for child labor in their contracts and outsource the monitoring of this clause to a third party company. But it seems that this measure was not loadive enough, as in 2007, Anders Dahlvig, the multi-nationals Chief Executive Officer, admitted that some of the companys products were save produced using child labor (Wadsworth, 2007).Key Issues and PlayersThe key players in this case are the IKEA company and its suppliers. In order to keep its competitive advantage IKEA outsources its product manufacturing to third party suppliers throughout the world. But, this practice is a lot the source of many issues. Many times the legislation in these countries does not match the standards and the ethical determine of the western developed countries which are the main customer base of the company. This fact can cause issues care weak environmental policies or child labor that hurt the public image of the company. This has direct effec t on the companys sales.ProblemThe main problem that IKEA faces nowadays is the uncontrolled child labor in countries which supply the company with carpets. Child labor in countries like India and Pakistan is a common phenomenon. The company lacks effective ways to control its suppliers in these countries. At the same time, childlabor is socially pleasant in these places as poverty pushes people to bump ways to survive. So the company cannot rely on the local authorities for help. Also, any attempts on behalf of IKEA to control this issue didnt seem to succeed.Alternative SolutionsA possible declaration for controlling the child labor for IKEA is to cancel any contracts with suppliers in countries that do not adopt the convention 138 of ILO, that deals with the child labor issues. This way IKEA bequeath be able to get assist for child labor issues from local authorities since it will be prohibited by local laws. another(prenominal) solution would be to come to more strict agree ments with the suppliers and launch intensive controls for the effectuation of the agreement.Selected SolutionThe selected solution is IKEA to enhance its agreements with the suppliers and intensify its controls against child labor. The company should appoint inspectors in these countries that would inspect the suppliers and report the situation on frequent basisResults and Rationale of the SolutionThe cancelation of the contracts does not seem a rational choice at the moment because it will have a big cost for the company. The company will need to find new suppliers in other countries with higher labor cost and doubtable product quality. This is a move with higher risk and cost that the selected solution.Positive and Negative ResultsThe positive results of the selected solution are that the child labor issues will decrease and the companys profile will be protected. The negative results are that the companys cost will increase as inspection staff will be hired to perform the inspe ctions and some contracts will need to be canceled due to failure to adhere to the conditions of the contract by the suppliersReferencesBarlett, C., Ghoshal, S., & Beamish, P. (2008). international Management. Singapore McGraw-Hill.Building a sustainable supply chain. (n.d.). Retrieved November 27, 2010, from The Times 100 http//www.thetimes100.co.uk/case-studybuilding-a-sustainable-supply-chain110-279-3.php IKEA. (n.d.). Retrieved November 28, 2010, from IKEAhttp//www.ikea.com/ms/sv_SE/about_ikea/facts_and_figures/ikea_group_stores/index.html Wadsworth, M. (2007, May 22). IKEA capable over child Labour and green issues. Retrieved November 27, 2010, from The Latest http//www.the-latest.com/ikea-slammed-over-child-labour-andgreen-issues