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Strayer University - BUS 499BUS 499 Assignment 3 Business Level and Corporate Level Strategies ( IKEA ) In this assignment, you are to use the same corporation you selected and focused on for Assignme
Strayer University - BUS 499BUS 499 Assignment 3 Business Level and Corporate Level Strategies ( IKEA )
In this assignment, you are to use the same corporation you selected and focused on for Assignments 1 and 2.
Research the company on its own website, the public filings on the Securities and Exchange Commission EDGAR database (http://www.sec.gov/edgar.shtml), in the University's online databases, and any other sources you can find. The annual report will often provide insights that can help address some of these questions.
Write a six to eight (6-8) page paper in which you:
Analyze the business-level strategies for the corporation you chose to determine the business-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.
Analyze the corporate-level strategies for the corporation you chose to determine the corporate-level strategy you think is most important to the long-term success of the firm and whether or not you judge this to be a good choice. Justify your opinion.
Analyze the competitive environment to determine the corporation's most significant competitor. Compare their strategies at each level and evaluate which company you think is most likely to be successful in the long term. Justify your choice.
Determine whether your choice from Question 3 would differ in slow-cycle and fast-cycle markets.
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market ** by ****** *** ****** ***** ** ***** ***** ** the market **** type ** ******** is key ** *** success of IKEA **** ** ******* ******* ******** and ************* homes **** have tried ** **** ***** ******** ********** ** ****** ***** are many ********* stores around *** country that *** **** ** **** *** ** **** well *** ** ***** *********** ** ****** ****** ***** ***** DWR ***** *** **** type of ********* *** furnishings as **** ********* ****** for ******* ***** ******* ***** ** **** *** ***** *** ****** ** **** (dwrcom) *** **** ********** ******** *** ****** ********* **** for **** ******* DWR IKEA *** ***** ********* the *********** to ****** ***** ***** ** * ********** and affordable ****** judge **** **** ** ******** ** ** * very **** choice *** **** I ******* **** **** *** ***** market ***** they are **** to prosper *** furniture ******** ** a ****** **** will ****** ** ****** *** for **** ** ******* ****** type furniture ** ********** ****** ** ********** **** leadership 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********* ** ** **** how **** **** get their ********* *** **** ************ they **** ** their ******** **** *** **** * ***** *** ** ****** their product ********* ********* **** *** **** **** ** open ****** from *** ** ** ***** ********* **** **** ***** ******* **** **** ***** **** **** *** world ** **** that ***** ******** are ***** **** *** ******** ** paying for This **** ** ********* strategy ** ****** ***** creationValue creation is the *********** of ******* that ******** *** worth ** ***** ******** or **** * ******** (Hitt 2013) ******** ****** ** to ****** * ****** ******** life for *** **** ****** ********* ***** ******** **** ** based *** *** ****** that everyone ****** ** **** ** **** functional **** ********** ******** ** very *** ***** ** **** ****** *** ****** **** **** is where the ************** ******** ***** **** **** IKEA’s ******* ***** ** ******** * good ****** *** functionality ** * low ************** *** **** **** to ******* ***** ***** for years *** ** prices **** *** ********* **** ** **** **** **** **** **** to ******** the *** ** *** ********* in ***** ** ****** ********** ***** *** *********** While *** the long ******* the ***** *** in **** **** *** **** **** to find ************* **** *** willing ** **** *** ******** way ** **** ******* furniture **** **** have their ****** **** *** ********* **** **** the most ******** raw ********* Then IKEA **** ***** ******** ** bulk on a ****** scale so **** not **** are **** ******* *** lowest price but **** *** **** **** ***** ********* *** lowest ***** **** ************* choice ** * **** **** *** *** **** **** *** **** **** to keep **** strategy ***** **** ***** begun Ingvar was **** ** continue **** ** ***** **** selling ******* *** use that ******** **** furniture Looking ****** *** future ** **** this ******** **** **** very **** ******* ** how the ******* ** ****** the ***** **** ****** ****** *** **** * **** ** how **** ** **** ** ***** ***** **** *** **** able ** use their ********* ** **** *** ****** prices *** ********* *** ***** **** make IKEA *** ** ***** ********* that ** striving to make ******** ********* ** ******** ***** ************ the *********** *********** ** ********* *** ************* **** *********** competitor ******* ***** ********** at **** level *** ******** ***** company *** ***** ** **** likely ** ** successful in *** long **** ******* **** choiceThe *********** *********** *** make ** ***** *** ******* **** ** *** ***** to ******* The furniture ******** ** * ********* market *** has ** **** ********* ********* ****** the ***** Choosing * furniture ***** ** ****** preference on ***** but can **** be ***** ****** *** **** is **** ********* **** **** ****** *********** **** ** able ** **** ******* ********* ** a ********** *** ***** Based one *** **** of retail ******* IKEA ** ***** **** *********** competitor is ****** ** *** **** ********* ******* ** **** ******** they are **** expansive they have ***** **** **** **** ** **** type ** market 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South-Western ******* ************* ****** ****** Within ***** ********* **** ********* on ****** ** 2012 Thomas * (2005) Business ****** and Strategic Management: Concepts *** Applications *** ***** *** ******** *** *** *********** ****** **** ********* **** ********** on August 10 ****
