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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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************** *** *************** Strategies (IKEA)Student *************************************************** * ******* ******* what **** ** ******** or ********* level ******** they want to *** **** decision ** important ******* it **** *** *** **** *** success ** ******* **** companies will hire * ******* to ********* **** **** ** ******** is **** for the *********** Other companies will already **** ********* ** ***** that just needs *********** ** ***** for * company to ** successful **** ****** ********** **** need to **** **** kind ** competition is *** ***** * corporation’s ********** *** ******* ******* **** ******** **** *** *********** **** Once * corporation has ******* out **** strategies ** *** **** they *** **** ******* **** ******** * ********** ******* ******* *** ************** ********** *** *** *********** you ***** to ********* the ************** ******** you ***** ** **** ********* ** *** long-term ******* ** *** **** *** ******* ** not you ***** **** to be * **** ****** Justify **** ********** company **** was chosen ** be ********** ** **** IKEA ** * **** ***** ********* ******** **** was ******* ** ****** Kamprad in 1943 (ikeacom) Ingvar ** *** age of **** ***** ******* ******* ** *** ***** ********* He **** ***** out that ** *** **** ** buy ******* **** Stockholm ** **** ** * ******* ***** *** **** ** **** ** * ***** ***** *** ***** make * **** profit ********** *************** ***** brought *** ** *** ********* business He *** able ** ***** *** furniture ******* close to *** ****** **** ** having *** local ************* ******* *** ******* ******* *** ***** *** kept very *** **** enabled ****** to **** *** furniture at * *** ***** *** ***** **** a ****** **** type ** ******** is known today ** cost-leadership (Thomas 2005)Cost leadership strategy ******** *** **** winning *** ****** ** focusing ** and appealing to *** cost conscious ********* ***** 2013) This type of strategy ** ******** ****** by ****** *** lowest ****** in that target ****** or ** ****** *** lowest ***** ** ***** ***** ** *** market **** **** ** strategy ** key ** the ******* ** **** **** ** looking ******* ******** and ************* ***** **** **** ***** ** **** ***** ******** affordable ** ****** ***** *** **** ********* ****** ****** *** ******* **** are **** ** **** and ** **** **** One of ***** *********** ** ****** Within Reach ***** DWR ***** the **** type ** ********* and *********** as **** ********* ****** *** similar ***** ******* ***** ** **** *** twice *** ****** ** IKEA ******** *** **** ********** strategy *** ****** ********* well for **** ******* DWR **** *** ***** consumers *** opportunity ** ****** their ***** ** * ********** *** affordable ****** ***** this **** ** strategy ** ** a very **** ****** *** **** I ******* that **** has found ****** ***** they *** **** ** ******* *** furniture business is a ****** that **** ****** be ****** *** *** IKEA ** provide luxury type ********* ** ********** ****** ** ********** **** ********** ***** **** some ************* such ** ****** * ********** **** ** ** * ***** ***** **** ***** **** **** happens will *** ***** **** prices to stay ** **** **** ** * ******** **** *** ********** **** **** business ** *** ***** **** ***** is ** ********* ** ****** **** ******** such as ***** able to ******* **** quality ***** at * *** price **** ** **** **** *** **** and they **** **** * ***** job **** *** *** to ***** **** term and ********* ********** ******* *** *************** strategies for the *********** *** chose ** determine *** *************** strategy *** think ** **** ********* ** the long-term success ** *** firm and whether ** not you ***** this to ** * **** ****** Justify **** ************ corporate ***** ******** *** *** ******* is *** **** ***** **** ** put ******** *** **** **** want ** know *** orientation ******* ****** *** ********* ************ **** **** ** **** what ****** they *** ******* at ******** on **** **** have **** ****** **** **** be ** then *** **** objective ** ** know *** they **** *** their ********* *** **** ************ they have at ***** ******** **** *** done * ***** *** at ****** ***** product available ********* IKEA *** **** **** ** **** ****** **** *** ** ** China ********* **** **** ***** ******* **** **** ***** **** **** the ***** to know **** ***** ******** are worth what *** ******** is ****** *** This **** ** ********* ******** ** ****** ***** ************* ******** is *** *********** ** ******* **** ******** *** ***** ** ***** ******** ** **** * ******** (Hitt ***** ******** vision ** to create * better everyday life *** *** **** people ********* Their ******** **** ** ***** *** *** ****** **** ******** should ** **** ** **** functional **** ********** ******** ** **** *** price ** **** ****** *** ****** **** **** ** ***** *** ************** strategy ***** into play ******** ******* ***** is ******** * **** ****** and functionality at * *** priceCorporate *** **** able to ******* ***** ***** *** ***** now ** ****** **** *** ********* **** to **** They **** been **** ** ******** *** use ** *** ********* ** ***** to ****** people’s ***** *** *********** ***** *** the **** ******* the ***** *** ** **** IKEA *** been **** ** **** manufacturers that *** willing to **** *** smartest way ** make quality furniture Then **** **** ***** buyers **** *** ********* **** **** the **** suitable *** ********* **** IKEA **** ***** ******** ** **** ** a ****** ***** so **** *** **** *** **** ******* the ****** ***** but **** *** also **** ***** ********* *** lowest ***** **** (ikeacom)This ****** is * **** **** *** *** IKEA **** has **** **** ** **** this ******** ***** **** first begun ****** *** able to continue **** ** ***** **** ******* ******* *** *** that strategy **** furniture ******* ****** *** ****** ** IKEA **** ******** **** **** very **** ******* ** how *** ******* ** ****** *** globe **** ****** ****** has **** a **** ** *** much ** cost to ***** ***** **** has been **** ** *** ***** resources to find the ****** ****** *** ********* out ***** This make **** *** ** those ********* **** ** striving ** **** products available ** ******** wants ************ *** *********** *********** ** ********* *** ************* **** *********** competitor ******* ***** ********** ** **** ***** *** evaluate ***** ******* you ***** is **** ****** ** be ********** ** *** **** term ******* your ********* *********** *********** can **** or break *** ******* **** ** *** ready ** ******* The furniture ******** ** * worldwide ****** *** *** ** many ********* ********* ****** *** ***** ******** a furniture ***** is ****** ********** ** ***** *** *** **** be ***** ****** *** This is **** ********* IKEA **** ****** *********** **** ** **** ** **** ******* furniture ** a ********** *** ***** ***** *** the type ** ****** ******* **** is their most *********** competitor ** ****** ** *** more ********* ******* ** **** ******** **** are **** ********* they **** still **** very **** ** **** **** ** market **** *** **** to sell *** ******** ***** ********* ** ********* *** are **** that **** ******* ******** ******** ** ***** ** *** “premise **** ******** integrated ***** ******** improve ******** *********** reinforce ***** ********* ******* customer ********* of *** ******** *** produce *********** benefits **** ********** ******* market *********** *** ******* ** ******* *********** **** strategy ***** **** with ********* *** *** not worried about price DWR also ***** *** ** *** *************** ***** ***** allows *** ******** **** choices ***** *** ***** ********** *** *** company *** ********** **** IKEA ** **** they **** ******* *** **** ***** type of ******* *** *************** ** * ***** ***** **** ** **** to **** *** ****** ******** ***** ********* **** *** ** ******* at **** ***** prices This ***** **** a *********** **** ** this *********** ********* level ******** ** **** ********* are ********* ******* **** **** *** the ***** ******** ******** ******** IKEA *** * ****** ************* ** what **** ******** ** *** ***** DWR ** ******* ** ******* *** ****** **** ** *** ****** ***** ********* *** *** ******* to ******* to premium furniture ** *** other **** **** ** ******* ** ******* ******* ********* to ******** **** also ***** IKEA *** ***** **** ** **** *** **** ** not **** ******* at * particular group but *** ***** ** * whole **** makes ***** ****** ***** **** ****** **** ** ********** primed *** **** **** ******* They **** *** ***** idea *** ******** to improve on it everyday 4 ********* whether **** ****** from ******** * ***** ****** in slow-cycle and ********** marketsThe ****** **** ****** **** competition ** long ** their *** *********** ****** **** makes the idea of owning * ******** *** ***** ********** **** intriguing ***** *** *** ********* ***** ** ******* that **** ********* whether ** *** **** ******** will ******* The ***** market ** *** ********** ****** The ********** ****** is **** *** market ********* come **** innovative products in ***** time *** changes **** ****** ** very long time The ******** ** the fast-cycle ****** **** market ** ***** ******** are ****** ******** *** *** ********** ******** are ***** ******** in * ***** **** (Hitt ******* ****** ** *** ***** ****** in * ********** market ******* *** ****** ***** *** be looking *** anything *** to come *** ***** ***** ** no **** *** ********* to ** *** ***** ***** ******** **** ********* would stay with the *** **** **** most *********** with **** ***** **** **** **** would **** * new ********** like Target ** ******** because of their *** ****** Consumers **** ****** shopped ** ***** ****** stores *** **** ****** Furthermore *** familiarity ** ***** stores ***** **** it more *********** *** the consumerIn * fast-cycle ****** the ****** of DWR would *** change *** ** very ********** ** *** ********* *** **** furnishings they ****** **** ***** them * ****** competitor towards **** **** both *** creating products **** *** **** innovative for **** *** *** age *** ****** **** ** **** market *** ********* stores ** **** *********** ** **** ****** * ******* must be **** ********** *** **** ***** *** ****** ******** for their consumers *** ********** ****** ** what *** ***** ** ****** ** ***** Both ** ***** ********* *** ***** * great *** **** **** **** paced *** of ******************************* your company to be *** **** in *** ****** ** a **** ********* **** *** anyone First *** must **** *** *** *** trying ** reach *** **** ***** *** *** ****** ** ********** these products **** ***** * ***** business-level strategy *** *************** ******** ** ** ********** ******* **** **** ******* ** ****** ** accomplish is * ***** *** ** ***** your journey **** *** have ********* that **** **** *** ******* *** begin to *** these strategies ** work *** try ** become very ********** ** ***** so ReferencesHitt * * ******* R * & Hoskisson * * ****** Strategic *********** Concepts and ****** *************** and ************* ***** *** Mason *** ************* ******* learning DWR ****** ****** ****** ***** ********* **** ********* ** ****** ** ************ * ****** Business ****** *** ********* Management: ******** and ************ New ***** PHI ******** *** *** Press IKEA ****** **** ********* **** ********** ** ****** ** ****
