Ingvar Kamprad 1

Management Project
Ingvar Kamprad - IKEA

« Affordable solutions for better living »

PIO Adrien Dibo Omar Laville Benjamin Louvain Barthélémy Lynch Kristen Ferret Kevin

Ingvar Kamprad 2

Table of Contents
Executive Summary ................................ ................................ ................................ .................... 3 Part 1: Ingvar Kamprad ................................ ................................ ................................ ............. 4 Background................................ ................................ ................................ ................................ ........ 4 TASK MANAGEMENT................................ ................................ ................................ .......................... 5 GOALS / SRATEGIES ................................ ................................ ................................ ............................ 6 Ethics ................................ ................................ ................................ ................................ ................. 9 Ingvar Kamprad ................................ ................................ ................................ ............................. 9 IKEA ................................ ................................ ................................ ................................ ............. 10 Human resources Management ................................ ................................ ................................ ....... 11 I. Impacts of culture and organizational strategy on recruitment and selection............................. 12 II. Impacts of culture and organizational strategy on employee motivation and reward management................................ ................................ ................................ ................................ 12 III. Impacts of culture and organizational strategy on employee performance and productivity management................................. ................................ ................................ ............................... 13 IV. Impacts of culture and organizational strategy on employee relation. ................................ ..... 13 Conclusion................................ ................................ ................................ ................................ .... 14 External / Internal Environment ................................ ................................ ................................ ....... 14 Internal Factors ................................ ................................ ................................ ................................ 15 Price Strategy ................................ ................................ ................................ ............................... 15 Product Strategy ................................ ................................ ................................ .......................... 15 Place ................................ ................................ ................................ ................................ ............ 16 Promotion ................................ ................................ ................................ ................................ .... 17 Strength ................................ ................................ ................................ ................................ ....... 17 Weakness................................ ................................ ................................ ................................ ..... 18 External Factors ................................ ................................ ................................ ............................... 18 Nature of the market and the demand and opportunities................................ ............................. 18 Threats ................................ ................................ ................................ ................................ ......... 19 Environmental factors ................................ ................................ ................................ .................. 19 Work cited ................................ ................................ ................................ ................................ ....... 20 Part 2: Work experience ................................ ................................ ................................ ......... 21 Laville Benjamin and Adrien Pio view: ................................ ................................ .............................. 21 Kevin view:................................ ................................ ................................ ................................ ....... 21 Kristen view: ................................ ................................ ................................ ................................ .... 22 Bart view:................................ ................................ ................................ ................................ ......... 22 Research Methodology ................................ ................................ ................................ ............ 23 Conclusion ................................ ................................ ................................ ................................ .. 23

But we can ask the question how do he built his fortune.Ingvar Kamprad 3 Executive Summary Ingvar Kamprad appears to be one of the most wealth people of the world. he appears to have an except ional reputation on management because of his beginning and how does he build his company based on his values. he is an entrepreneurship and for our management studies we like to know. Indeed. the first leader in furniture. We think that it is important to take experience from other such as Ingvar Kamprad in order to improve our management skills. read and understand his experience. Now. . We have chosen to work on this person because of his reputation and the many information available on internet. He starts to create his own company when the reward of his father when he was young. he appears to have a fortune estimated to US$33 billion. Indeed. Indeed Ingvar Kamprad is the creator of IKEA .

he keeps low costs. Kamprad is a well-known manager as well as a successful entrepreneur. By keeping local manufactured. they are open to what . The acronym of IKEA comes from his initials (Ingvar Kamprad). Thus. Because of his good success in school. wallets. In1953. 200 stores in 31 co untries to continue growth. he start s to sell furniture. His firm is reputed in the world with 75. he opened his first showroom that allowed his customer to see. According to the Forbes magazine 2008. Ingvar Kamprad is an international retailer of home furnishings that reinvented parts of the consumer market in the 1950s. prices and processes. at the age of 17 his father decided to give a reward to Ingvar with which he has founded IKEA. He is also known as the chairman of the Stichting INGKA Foundation. Kamprad founded IKEA in 1943 where he sold pens. touch the product and thus to see the quality. picture frames. Ingvar Feodor Kamprad grew up in a farm where his first jobs were to sell matches on his bicycle. a charitable foundation that also owns IKEA. indeed initiative is not only for managers. then some Christmas s decoration.000 employees. IKEA is also responsible. the E comes from Elmtaryd which is the name of the farm were he grew up and the A comes from his birthplace Agunnaryd. IKEA define itself as a firm that works in team in order to offer the best quality of services with simplicity in their behavior. In 1951. He is one of the wealthiest people in the world. They want to find the easier solution and the more reasonable. It develops the culture of what is possible. Finally. Ingvar Kamprad was the 7th richest person in the world with a fortune estimated to US$31 Billion. IKEA presents a sales number of $12 Billion per year. and other bargain goods.Ingvar Kamprad 4 Part 1: Ingvar Kamprad Background Born in 1926 in a poor region of Sweden called the Smaland.

Throughout IKEA. Since the beginning of his career Kamprad recognized that the best way to encourage hard work and a successful business was to give the example in his own life. it is to give a good example. But Kamprad also paid attention to the details of his business. I have to do so for all the IKEA employees. They want to explore new things but always with humility. know its price. He will ask about a particular product. he did not only think of his employees. its cost and its source. TASK MANAGEMENT Ingvar Kamprad has always maintained a sustainable growth by his philosophy based on strategic management If there is such a thing as good leadership. Finally.Ingvar Kamprad 5 exceed the imagination. too. He always turned problems into opportunities and try to show how it is not dangerous to be different. says Kamprad. and he will expect you to know it. I look at the money I m about to spend on myself and ask myself if IKEA s customers can afford it. Whenever he visited a store he . what would guide him to make purchases? I m a bit tight with money. Indeed IKEA thinks that they have a lot to learn from its fellow or from their customers or supplier and also from competitors. He thought that by encouraging communication between him and his workers would be important to both the health and wealth of the entire company. Kamprad was someone serious. They are conscientious of the cost of life and try to reduce prices. but so what? he asks. but also he always put himself in the shoes of his customers. If he were in their position. they have a sense of competition. Kamprad was also very interested in the IKEA's staff. they always question themselves in order to improve their effectiveness and efficiency with many enthusiasm. Kamprad was seen as a visionary. He checks everything and wants to do everything he can. and was able to operate on multiple levels.

GOALS / SRATEGIES Ingvar Kamprad is the main leader that made IKEA so successful. which are also the national colours of the Swedish flag. vision and turned IKEA in a successful company. Because at this time all stores of furniture were very expensive. He made everything he could in order for his vision to become real. as the store managers. Service concepts focused on a market segment and /or providing a limited range of service offer advantage for both the customer and operation. he would install the store in the specific location. The staffs. He was the one with the vision. he was able to motivate all the organization based on his vision. The IKEA management process also paid attention to detail. He is the one that determined IKEA s strategy. Therefore. and wanted it a lot. THESE ARE THE REASONS WHY INGVAR KAMPRAD IS A MAN AGER. The strategy of the store location.Ingvar Kamprad 6 tried to meet and shake hands with every employee. with a few words of encouragement or advice. The secret of success for Ingvar Kamprad is We are a concept company . He entered a completely different market than the furniture business knew and applied this concept on a global scale. He knew exactly how he wanted things to happen. The colour motif is always blue with yellow accents. where the labor force is low and the developing city with a large population. Another strategy is the self-service concept. The . He seeks the lowest price with a low price materials and labor force. At the beginning he makes all the decisions by himself and he started with the strategy to use the lowest price. Ingvar Kamprad is famous for his micro-managing style. The company organized "ant bureaucrat weeks" that required all managers to work in store showrooms and warehouses for at least a week every year. were expected to fully understand the operations of IKEA's stores. He was the founder of the company.

Once IKEA was set up. start to standardize its global supply. its products and the layout of its stores the consumers needs. Ingvar Kamprad took the impact of the cars on shopping habits in mind and gave priority to a location where there was lots of parking space instead of a perfect downtown.Ingvar Kamprad 7 concept is Our vision is to a better everyday life for the majority of people. glasses and dishes are . Indeed. at prices so low that the majority of people can afford to buy them . IKEA reproduce its product and shop in order to show the Sweden style in the furniture with kit and low price. IKEA adapt certain kind of product to the local consumption. The idea of Ingvar Kamprad about the store is completely different from other furniture stores they are enormously large stores with an in store warehouse on a location on the outskirts of the urbanizations. IKEA respect the classical schema of distribution s firms which desire to internationalize by: y y y y Response to Tran cultural expectations of consumers Create strong concept of products adapted to different area Organize its international network Construct a real power of international purchase IKEA. For instance the there are many differences between United-States and Europe wishes. IKEA has adapted his method of management to the local labor force. In a second time. the strategy consisted to observe the habits and the wishes of consumers about furniture and to observe potential competitors. The International expansion strategy is to penetrate new countries without analyzing the needs of consumers. We do this by offering a wide range of home furnishing items of good design and function. His strategy was low prices and good quality through innovations and design such as flat-pack furniture and self-service. in a first time. Once again it is very different from all other stores especially in the past.

The expansion on the Asian market is also interesting but difficult. Another challenge of the firm is to survive at the departure of its creator. . They open their first store in 1998. Indeed. Indeed. IKEA must adapt its concept to some other cultures with different way of life. IKEA is a society founded on the values and philosophy of Ingvar Kamprad. Moreover with the expansion. Indeed. Thus IKEA can respond to this demand.Ingvar Kamprad 8 bi r h li ir si ri r h s or part i th i Eur i t rship. it tends to reduce the values and we can note that employees and managers tend to lose their truthful. why the demographic population decelerates and the level of life increase. I r with t ri r i r u it i r s r i r t sur withi r r i r t th s hrs t r r st Fi r t t by s r i s ir t i th control of th valu chain and th cons rvation of group spirit ar two key words of IKE management and thus responsible of its success. China was opportunities because they tend to change they kind of flat to become such as European. Another problem to IKEA is it positioning. the demand for IKEA starts to be unfavorable.

because the exact amount is secret. Ingvar Kamprad Ingvar Kamprad. even some magazine. the wishes of consumer are not only some cheap functional furniture. The scheme below shows the estimated evolution of the seven most important wealth.Ingvar Kamprad 9 Now. and after. However this new demand is not on the main ideas of IKEA that is to provide low cost furniture. we can see that kamprad s fortune has one of the biggest slope. and even if the exact amounts are not clear. the policies and ethics of his organization as well as his proper policies are not really clear. we will firstly talk about the ethics of the character. . Ethics Because IKEA is not in the market place and also because it is a family business. nowadays. there is an ambiguity between what have been said and what have been done in the organization. is considered as one of the most important wealth in the world (in the top 10). Moreover. about the IKEA s policy. In this part. tend to say that it is the first wealth in the world.

a Swedish homologous of the Hitlerian youth.Ingvar Kamprad 10 From an ethical point of view. However. IKEA These last few years. In 1990s. Despite these investments. on the contrary. he also lives in Switzerland. being wealthy is far from being a crime. The ECAL (Ecole cantonale d art de Lausanne ) benefited in 2006 of 500000 Swiss francs from his investments foundation based in Zurich. he is known for travelling in economic class. An optimized fiscal structure gives us more flexibility to reassign funds already taxed on a market in another without suffering from a double taxation. but he later said that it was the greatest mistake of his life and apologized to his workforce and his customers. as others costs in an organization. and consequently escape from the taxes of his own country. Ingvar Kamprad have for main purpose the best development possible of IKEA. education. He also supports scholarship holders. architecture and design are non-negligible. the furniture were made in Europe. For example. Swiss IKEA foundation has poured 2. and other rumours even say that he has only one suit! In addition. when Ingvar Kamprad was a young boy. for the past five years. One of the most interesting could be that when you buy an IKEA product. Moreover. He himself admits that he uses this type of structure to limit his own expenditures: «We always have considered taxes as a cost. his investments on diverse sectors such as art. his life work. the IKEA Corporation has fed the polemics on several subjects. he was a part of the Nordic youth . because. He is often compared as Uncle Scrooge because the major parts of his accounts are located in Lichtenstein (a tax heaven country). it is the result of accomplishment. an absolute traceability of his products. the Kamprad s organizations around IKEA are mainly foundations. and only lives for success (looking at his way of life). he is a man who stays discreet toward journalist and often refute interviews. driving an old car. despite this economic way of life. which are discreet and more difficult to tax than other types of organizations. the work conditions . you give money to Nazi organizations.5 millions of Swiss francs to 214 scholarship holders. IKEA was ethically one of the best company in the world.

and it is normal. as well as the community. 'People' included employees. and implicated in environment. whil e the company since the past ten years made a 400% growth. we could say that the mistakes done in the past are little by little resolved. be competitive. But IKEA is far from being the worst pupil of the market. a lot of people doesn t care. customers. IKEA adopted a paternalistic stance toward employees and their needs (as did many other Swedish companies) and promoted employee empowerment. or worse. because studies will be done on the company. and sell (more or less) good quality.Ingvar Kamprad 11 were optimal. associations to protect Childs etc But in order to stay the most competitive of the furniture s market. It could consequently be stated that the balance sheet of Ingvar Kamprad and IKEA is mixed between good and bad actions. and this is where begins the most important polemic on IKEA. and since 2006. founder of IKEA World s leader in the home furniture industry. ethical issues are in second plan. IKEA achieved the most important goals. it was more a marketing strategy. the salaries high. The company's human resource philosophy subscribed to the belief that employees were more productive and committed when the company took care of them and their needs. Human resources Management Maintaining a strong IKEA culture is one of the most crucial factors behind the continued success on the IKEA concept Ingvar Kamprad. Ingvar Kamprad decides to relocate a big part of his production in India. and a minority part suffer from it. the salary in India is 1. they have been inflicted a 30000 penalty for having destructed several animal and plant species. a strategy to sell more. In a world where the money is dominant.5 per day (and they are low in Europe). the world have never been all white nor all black. on the contrary. on the contrary. In fact. . IKEA's vision was "To create a better everyday life for the many people". cheap. Nevertheless. the implications in environmental questions were in reality near to zero. and experts begins to understand that what were saying IKEA and his leader wasn t really what they were doing.

and all employees can easily reach the top management.Ingvar Kamprad 12 I. the hierarchical distance is low. Such anticipation corresponds to the corporate purpose: getting the best workers to be the leader. What is crucial for the company is to create a family atmosphere. Continuously expanding. IKEA highlights in its recruitment campaign their ambition to promot e internal development and up-skilling. II. arising from its culture and its overall strategy. being a place where everybody enjoys to work and to live in (from a cultural view). Thus the HR department of IKEA had to change their recruitment and training practices in order to decrease their costs. Impacts of culture and organizational strategy on employee motivation and reward management Flexibility at work is a key aspect for improvement. People hired by IKEA are young (28 on average). IKEA employs BRASSRING as a global e-recruiting platform. and being the n°1 in the home design sector (strategic perspective). Creativity and diversity are crucial and need to be supported. After recruiting. well educated and dedicated to evolution. As a marketing tool. The organization of IKEA is horizontal.e. The IKEA s overall strategy focuses on the importance of building a place where . IKEA needs qualified individuals for managing its new stores. A corporate culture which leads employees into a strong relationship is necessary. This program helps IKEA to streamline its recruitment processes and increasing internal talent deployment (i. IKEA anticipates by forecasting one year in advance after a specific analysis of their needed skills. a specific training is provided for each employee to avoid an induction crisis. The recruitment is based on sex equality and performances. Impacts of culture and organizational strategy on recruitment and selection The recognition and the effectiveness of the Swedish giant are mostly due to its RH policy. Time for training and team development is crucial for the atmosphere building and the employee commitment. team working abilities and their knowledge concerning the company. New employees are selected through different interviews concerning their own management skills. its innovative culture) across the globe. IKEAs policies are costly.

Impacts of culture and organizational strategy on employee relation . They feel heard by their firm. The purpose is to know how to r eact to changes. Impacts of culture and organizational strategy on employee performa nce and productivity management. instead of hiring people for periods of high demand. in order to stay in advance in its environment. To that end. To improve employee performance. IKEA . The work design follows the idea of flexibility . IKEA prefers asking its current employees to work more. but recorded on a meter for future rest days. which increase the employee s commitment. IKEA has a very innovative culture. The idea of exchanging data from different IKEA s companies is representative of IKEA s culture: one big family.Ingvar Kamprad 13 employees are involved in their work. All extra hours are not taken into account as supplementary paid hours. transiting from industrial relations to employee/human relations . IV. Employee relations answers the question How to build strong relationships with your employees? This concept is dealing with sensitive issues such as anti-discrimination. The company tries to have a real relationship with their employees. managers have to give clear instructions and feedback. Thus the term employee relations now embrace a larger scope. employee involvement or change management. Employee relations have been significantly affected by change. in order to keep a good employee performance. However. what has been a key of success for IKEA was the loyalty of co-workers . III. the HRM must be adapted to the context. The company gives importance to the employee training.

Ingvar Kamprad needs to manage those internal and external problems. As the organizational culture is based on a team spirit. we will discuss external factors as the nature of the market and demand and opportunities. Inc). There are some environmental factors that affect the company and Mr. strength and weakness for the internal factors and secondly. we will focus on costs. products. Firstly. communication and information management should play a major role regarding the employee involvement. . which advocates values such as team thinking and innovative HRM. where each employee works for the same goals. the most important feeling is unity. IKEA needs to pursue its vision as a team. quality and price. As a result the IKEA s culture is based on employee performances and involvement in the business. Initiatives like ongoing communication or videoconferencing conducting to interviews and training sessions leads to a better productivity (Tandberg Corporation. to build a unique philosophy that enables the company to be the market leader. IKEA developed as an extension of Kamprad and his view of life. promotion. IKEA needs to have its employee participating to the strategic decision-making. The IKEA s strength to improve the social climate and the effectiveness lies in its corporate culture. the Swedish giant brought all its employees together to work in a systematic way. Ingvar Kamprad called it "our identity" and set up clear and detailed guidelines on profile. Conclusion With the aim of being the world retailing leader in the home furnishing sector. For that. External / Internal Environment In many ways. This makes the organizational culture clear. threats and other environmental factors. place. To face change IKEA must make sure people are ready by training them. At the heart of the IKEA strategy was its product range.Ingvar Kamprad 14 has invested a lot to help its employees understanding the corporate philosophy.

IKEA s CEO thinks that to have good prices on their products the perfect strategy is to cut down the purchasing price at the suppliers. IKEA supported its suppliers both technically and financially in order to meet cost objectives and maintain long-term supplier relationships. He is committed to having long -term relationship with their suppliers and so he is able to purchase good quality at a low price with good design. From his own past he wants to insert a price witch everybody could buy his products. durable. Kamprad to know how he influences the company on this side. Kamprad uses two types of strategies. Ingvar. It is also a flexible element since it can be changed quickly. Mr. Low price is not appealing unless it represents good value for money. finding low-priced materials with a huge product-line and matching products . He also makes all the furniture with flat packed cut down also the price on transportation and assembly cost. and well designed/priced to be accessible to the majority of the people. simple.Ingvar Kamprad 15 Internal and external factors have to be correlated to the CEO of IKEA. Internal Factors Price Strategy The price is defined as the amount of money charged for a product or service. Product Strategy To get a good relation between price and quality. Mr. This is where the CEO of IKEA. Kamprad says that the business idea of IKEA is to create good design that works and has a price that everybody can afford to pay . Mr. and an idea without a price tag is never acceptable for Mr. He fixes the accent on relationships. Ingvar. thinks that he is able to make a real difference. Mr. While leaving considerable flexibility for fringe products. Expensive solutions are often signs of mediocrity. he decreed that IKEA should stand for essential products for the home.

IKEA had over 20. There are three countries where IKEA is the most represented. security and conviviality and the blue is synonym with hope. Sweden has only 17 stores. For Mr. Kamprad. functional items common across IKEA stores worldwide. of which 12. Place Newer IKEA stores are usually very large blue buildings with few windows and yellow accents. All the product-line is founded on Swedish impression.000 product offerings. Ingvar. United-States with 35 stores and France with 23 stores. Germany with 43 stores.000 formed the core of simple. yellow is synonym with family. He puts those colors to be recognized by everyone. the 2.000 items displayed in the catalog received special attention since the catalog was the centerpiece of the company's product promotion policy.Ingvar Kamprad 16 to capabilities. Indeed. .000-3. he does not want to exploit his customer and he wants to build a long-term relationship with them. The products are modern not trendy so they are practical enough for everyday use. product range is extensive enough to have something that appeals to everyone to cover all functions in the home. He establishes the economy of scale to ease the access to all customer and market and he extends the products life cycle because he wants the customer happy. Of these. Older product can be sold in lesser develop countries. Many IKEA stores include restaurants serving traditional Swedish food and Swedish grocery stores style that sell Swedish food and various Scandinavian specialties. It is the national color of Sweden. For Mr. management saw it as the principal means of educating consumers to the IKEA product line and concept. Functional products are based on a functional approach to design.

There are some famous advertising on television but not as much as others competitors. Strength Strength is any existing or potential resources or capability within the organization that provides a competitive advantage in the market. seasonal themes and those things promote and attract people. Go to IKEA is like a day out for the whole family because Mr. IKEA has a strong distribution network thanks to their long -term relationships in spite the large shed operations IKEA operate there is a degree of specialist knowledge within . He encourages people to touch.Ingvar Kamprad 17 Promotion The internal promotion from IKEA is focused on the catalogue that takes 50% of the promotion budget. The external promotion is most canalized on billboard in subway or bus stop. When there is some advertising on television we can see most of the time that families are represented. IKEA has put in place some plays areas for children and special events to attract even more people. IKEA s website has already 500 000 visitors per month. look and try the product in the ir stores. Ingvar aims to look after their customers by planning for their needs. They have new products all the times.

He has also a large range of product that can be adapt to everyone. External Factors Nature of the market and the demand and opportunities To control this demand and his market he tries to play on his image and his world recognition. As a reaction to marketplace movement the development of Ecommerce has been necessary to compete in a modern technological world however there is also a consideration this movement into multi channel retailing moves away from the fundamental vision of the customer being able to see and touch the product. IKEA has launched a loyalty card program called IKEA Family . Middle East and Asia. Mr. Ingvar has a huge success to secure the loyalty of clients. Traditional product for IKEA has been within value. low price high volume product however the movement into mid and higher price points will see an opportunity to move the demographic bas e and . Weakness Whilst an international brand there is a level of reliance on European markets with 90% of the stores based in Europe and the balance across America. IKEA are moving from International to global status through the development of Asia and Eastern European models and so take some opportunities. Success has been driven from the price architecture offering value to the customer in innovative but functional products. Although the model promotes low prices it has been identified there is an associated low level of customer service.Ingvar Kamprad 18 key product areas where purchases are more considered and require assistance such as kitchen installations. which couples this suggesting there is a need to work on service to ensure a complete shopping experience and ensure repeat business within the existing customer base. There is a good originality with the concept of the Kit products.

Ingvar Kamprad has hired a director responsible for the environment part. BUT. Environmental factors Mr. Although there are negative associations within the development of the IKEA Ecommerce site there is an associated opportunity to achieve growth and increase levels of customer service. In the restaurant also. Threats Within growing competitive retail markets mainstream retailers are beginning to mirror the model of low cost value flat packed furniture.Ingvar Kamprad 19 increase the average basket value with less reliance on a limited demographic group. IKEA and Mr. IKEA uses only reusable plates. CONFORAMA. The plan focused on structural change. The only change is the marketing and the fact that competitors are only national competitors and there are much smaller than IKEA. There are four big competitors in France who play on this idea. which will impact on the buoyancy of IKEA. as the additional transactional capability will reduce pressure from stores to a certain degree. CONFORAMA. Most recently. . PVC has been eliminated from packaging since more than 15 years and nowadays he tries to manage the wood resources with a successful management. IKEA has stop to providing plastic bags to customers and offers reusable bags. Ingvar try also to produce some product like chairs made from 100% by post-consumer plastic waste. are on the side of low-cost and a good quality of services and not really focusing on the products quality. BUT. FLY and ALINEA . With economic concerns over rising living costs and depleting disposable income there is an overall threat to the performance of the business in UK and American markets specifically. forks and spoons. knives.

fr/economie/article/2010/06/03/ikea-condamne-a-30-000-euros-d-amendepour-destruction-d-especes-protegees_1367488_3234.cndp.lemonde.html http://www.com/docs/51243734/IKEA_amp_39s-business-philosophy-of-founderKamprad .com/20060505-adcv-bataille-ikea.com/ikea-ambiguite-ethique-champion-low-cost-cg http://www.actualites-news-environnement.com/ikea-ethique-toc-54264.html http://fr.over-blog.html http://www.com/doc/6204196/Cas-IKea-Strategie-Internationalisation-Du-Groupe http://www.fr/TICE/teledoc/dossiers/dossier_ikea.com/blog/uncategorized-blog/listen-to-your-customers-ingvarkamprad/ http://www.youngentrepreneur.epokhe.zonebourse.oboulo.com/entrepreneurs/ingvar-kamprad/ http://www.theonemanmission.wikipedia.com/10-index.php http://contreikeamougins.docstoc.scribd.com/featured/256/ http://www.com/blog/uncategorized-blog/dont-be-afraid-to-make-mistakes/ http://www.org/wiki/Ikea http://www.htm http://www.Ingvar Kamprad 20 Work cited http://www.bilan.ch/300-plus-riches/ingvar-kamprad http://www2.youngentrepreneur.com/barons-bourse/Ingvar-Kamprad-50/actualites/Ingvar-Kampradexperimente-un-Ikea-d-occasion-on-line--13452141/?imprimer=1 http://www.consoglobe.

Finally. Louvain Barthelemy and Benjamin Laville. We start to use webmail but no one read often his or her mails. chat. everybody provide a good and efficient work. In addition. Then we have some meetings problems because it is impossible to see everybody in the same place at the same time. s. wall post. participation and motivation. All members are implicating in the project and the communication is quite easy with all of them. Even if most of members are motivating. We have a good relationship and the attitude of the different members is positive and on the good way. Each person has a special part of the project to perform before our appointment.Ingvar Kamprad 21 Part 2: Work experience Laville Benjamin and Adrien Pio view: We have few difficulties to start to work together because we have some problems with communications and with the topic s choice. we don't find common times for the meeting but we actually use Facebook. But some of the team sends the work just on Monday night and we are only two (Benjamin and Adrien) to perform the powe r point and to make in page the management project sheet. mails to . We don t want to be leaders but however because the lazing implication of others obligate us to take the project up. We didn t do the most difficult part but we touch at the whole part of the project because some doesn t want to implicate themselves in this project. However. The task's repartition is equal in comparison to the free times. more or less everybody make a good job on their parts and we think that we make a good project in sum. Kevin view: I am satisfied by my group's comprehension. she always wants to work at home and send it works. The negative point of this group is the meeting. we choose Facebook communication because most of the times we are all on this web interface. Then only three persons came on the appointment Saturday afternoon Adrien Pio. Kristen for the appointment just doesn t want to work we us.

We have began with webmail but this method of communication wasn t very effectiveness. and we have been able to discuss about it. we take must times for take a decision to know which idea is the best. And the good point here was that being part of a team give support and it means that I don t have to decide everything by myself and if something is wrong I m not the only person responsible. Each of us had to be patient with one anot her. I think it should have been better if we had more time to prepare the project. we had difficulty to communicate. Nevertheless. have suggested Facebook communication. Facebook was more appropriated. . Moreover. and we didn t find any slot were everyone was available. We all have very different schedules so it was complicated to see each other. The first week we have had a lot of problem for communicated together. Knowing that we have a large lack of idea. this not necessarily means that they did the most difficult work but they were able to mobilize and motivate the group. we have encountered several problems. we didn t have much time to do the teamwork. firstly. In my opinion Benjamin and Adrien were the leaders of the project.Ingvar Kamprad 22 solve this problem of organization. It was hard to understand what needs to be done with the project and schedule everyone s time effectively. we had a strong use of webmail. and it was consequently no real work team. Benjamin Laville. each people should send its work at Adrien. We also had difficulty to find hours in common to be in-group. and everyone gave his part on time. After the reparation of the tasks. tasks were attributed a little late. Kristen view: This group project required maximum effort from all members. but mails were not checked often by members of the group. Our leader. the repartition of work has been done. Despite these drawbacks. Not everything was done at the same time with the group members so we had to send each other updates via webmail or Facebook. was that all the members kept an open mind to opinions and suggestions and get everyone s approval for any changes. Bart view: During this work team. most of the members have done his part on his side because of the lack of time.

We have done a second meeting Monday in order to do the power point. Conclusion All in all. However certain things come to break his reputation such as his link with Nazism. Another problem was that because of our personal schedules it was impossible to work together at the same time and finally. Ingvar Kamprad is the creator of one of the most profitable firm: IKEA. About the group work. We have found all of our information on Internet. He practiced a management were he was an example for his employees. each of us had work on his part by his proper mean. Indeed after split the work. This company is in a certain point a part of him because he created it with his values. we can conclude that we have met a problem of communication at the beginning of our project. Indeed we wanted to show the example. He tries to put himself as a customer to have a better understanding of there needs and wishes. Indeed IKEA and Ingvar Kamprad are the same things.Ingvar Kamprad 23 Research Methodology We began by split the main axes of our project in order to make a specific work and define well the facts that IKEA is a product of Ingvar Kamprad. . the work provided by the members of the group were not the same for each of us. We have put together the parties that we had. Finally we have prepare our presentation together just before the course of management. We have done a meeting Saturday afternoon on the SKEMA 1 in order to have access to computer and Internet. The main idea of his society was to sell furniture with low price and with kit. However he recognizes that it was the biggest mistake of his life.

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