Professional Documents
Culture Documents
• To centralize procurement
• To leverage consolidated volume and shared services
• To efficiently monitor inventory
• To control orders (faster turnaround, more opportunity for
collaboration/synergy between markets)
• To reduce mistakes during order booking and processing
• To standardize business processes, policies and forms
• To take advantage of capabilities of newly implemented ERP
system (Oracle- one of the biggest players in ERP)
TM
Sup COP MU
DHL
Cus
Emerson Network Power 8
The New System
Old System
• Appeared to have come from founder Kamprad’s thrifty, hard-working, value-for-the-buck
mentality.
• Never used market research for business development but rather relied on the boss's
instinct.
• Chose the wrong locations for many stores, their stores were too small, and their prices
too high.
New System
• Much of IKEA's furniture is designed to be assembled by the consumer rather than being
sold pre-assembled.
• New system permits them to reduce costs and use of packaging by not shipping air; the
volume of a bookcase, for example, is considerably less if it is shipped unassembled rather
than assembled.
• Kamprad refers to the concept as "democratic design," meaning that the company applies
an integrated approach to manufacturing and design.
• The company implements economies of scale, capturing material streams and creating
manufacturing processes that hold costs and resource use down, such as the extensive
use of particle board.
Team approach
• Empirical-rational strategy
– Used for most of the markets.
– Primary tool used was “knowledge transfer” which mainly uses
presentations coupled with hands-on training
• Power-coercive
– Under certain circumstances where the resistance to change were the
highest
– Examples:
• They had to cut off access to system to implement change
• They implemented training bonds