IKEA: Case-in-Point

Introduction

For the purpose and objective of making significant amends for the purpose and objective of identifying a more detailed and in-depth analysis of issues and all strategies involved in the organizational development and intending marketing objectives and goals undertaken, we shall be able to understand the context of marketing strategy and development of understanding accounts regarding the company's procession and future targets that are being implemented within the frame of the company.

IKEA

The company has been highlighted and associated with furniture and household decoration amenities that help them create a market on an international level. Established in the year 943 by a teen named Ingvar Kampard, the company or rather the group, escalates in the growth and development of state-of-the-art, unique, refined, sophisticated and modern tones of ready-to-assemble classic furniture, fittings, tables, chairs, decorations and home accessories that can be bought and put up in less amount of time, making life more easier for the clients and at the same time for them to have a more sophisticated lifestyle (Boudreaux, 3-4).

Competitive Market Opportunity Analysis

Our case company has started to implement this consumer-oriented business approach by developing unique and value adding products and bringing them quickly and effectively to the market. This helps them to distinguish themselves among consumers, as well as to avoid price competition from competitors focusing on cost and volume, such as IKEA. When it comes to a specific item group (e.g. kitchen table), IKEA has a quite narrow assortment and focuses on offering the lowest possible price. Our small case company cannot compete on price and instead focuses on the consumer, by trying to develop desired products (Paliwoda, p. 25).

Its assortment offers value differentiation from IKEA, owing to customization options. Still, it is important to note that IKEA has more item groups than our case company and in that way has a significantly broader assortment. Moreover, IKEA has a different degree of control in their supply chain, since they own their stores. They do not have to engage in negotiation with retailers, and may focus on the strategic, tactical and operational alignment of distributors. The business model implemented by our case company is similar to the one fruitfully applied by Apple. It also focuses on developing unique and value-adding products and bringing them quickly and efficiently to the market, and has a similar organization of the supply chain functions (The Economist, p. 90).

Market Segmentation and Consumer Profile Analysis

There are at least three reasons for focusing on CE of restaurants as an indication of progress. First, greater relative CE may be associated with more efficiency of services. Second, efficiency gains reduce the resources associated with operation of services. Finally, CE may be associated with other dimensions of restaurant performance that contribute to overall development (Kotler, p. 7).

Similarly, researchers observed keenly that a company may acquire cost advantage over its main competitors by utilizing its human and asset resources more efficiently. In the restaurant services industry, IKEA restaurants are good examples of both continued growth and ...