Get Help With HND Unit 7 Business Strategy Assignment

Assignment Brief Unit 7 Business Strategy Assignment

Qualification	Pearson BTEC Level 5 HND Diploma in Business
Unit number and title	Unit 7: Business Strategy
Assessor name	Ananta Kar
Date issued	23 Feb 2016
Hand in deadline	15/4/2016

Assignment title

BS1: Strategic Planning and Formulation of New Strategy            (1 of 2)

Scenario

The familiar blue and yellow colours of the IKEA logo (also the colour  of the Swedish flag)  can be seen on stores in 18 retail parks located throughout the UK. Founded in 1943 by Ingvar Kamprad in the farmlands of Småland Sweden, the IKEA name combines his initials (IK) with the first letters from the names of the farm and village where he grew  up – Elmtaryd and Agunnaryd (EA). From  these small beginnings, IKEA today has 135,000 employees (co-workers) working in its 303 stores in 26 countries across the world. In 2013, 212 million copies of its well-known catalogue were printed in 29 different languages.

To be so successful IKEA has developed over time, a well planned global network manufacturing operation that distributes its products in a productive and efficient way. With the vision “To create a better everyday life for the many people”, IKEA’s business strategy is “to offer a wide range of well- designed, functional  home furnishing products  at prices so low that as many people as possible will be able to afford them”.

IKEA achieves quality at affordable prices for its customers by building long-term supplier relationships, investing in highly automated production and by producing large volumes. The IKEA vision goes beyond home furnishing products, it wants “to create a better everyday for all people impacted by our business.” The drive and focus of the company is to offer inspirational, functional, affordable and sustainable products to  as wide a range  of consumers  as possible. This drive  and focus is in line with its values and vision.

This case study explores how IKEA’s strategy underpinned by its vision, values and mission focuses on growth in three main areas: quality products at low prices through its design processes, a sustainable future through its People and Planet Positive approach and how its co-workers are an essential part of this growth strategy.

Get Help With HND Unit 7 Business Strategy Assignment

Vision

A vision for companies, like IKEA, outlines what the business wants to achieve. A vision is an aspirational and inspirational view of where a business wants to be, it helps to position the business and provides a focussed direction for the future. The IKEA vision is the foundation for its growth strategy.

“We want to make sure that IKEA is accessible, so that more people can create a better everyday life at home. We re-invest a majority of our profits in existing and new IKEA stores, as well as in product development, sustainable solutions and by continuously lowering prices to our customers.”

A business will also have a mission statement, whereas the vision is what the business wants to achieve, the mission statement sets out what the business does why and how it does it.

Both the vision and the mission statement link to the overall corporate objectives:

Vision – which inspires customers, stakeholders and motivates employees to achieve

objectives;

Mission statement – which communicates the goals of the company to customers, all stakeholders, including employees.

Providing quality home furnishing products at affordable prices is the basis of the  IKEA  vision, business idea and concept. The thinking behind all the development of IKEA’s products is that low prices make well-designed, functional home furnishings available to everyone. IKEA’s goals are to constantly do everything “a little better, a little simpler, more efficiently and always cost-effectively.”

Values

Having a vision and mission statement are important, but a business also needs a set of values. Values are the beliefs and guiding principles that influence the activities of the business and how it operates. IKEA’s values guide all its activities and are based on the belief that every individual has something valuable to offer. These values help to set the culture within the company. Culture is the assumptions, beliefs, behaviours and routines that are the characteristics of the company.

For IKEA, its culture is based on a ‘spirit of togetherness, enthusiasm and fun’ IKEA’s culture is based on a strong set of values that steer and support its vision, the following are examples of its values:

One of the ways IKEA finds out about the needs of its customers is by undertaking home visits. Every year thousands of homes are visited so that IKEA can gain feedback and ideas on what sort of products its customers are looking for, these ideas are then used as the starting point of the design process. For Marcus Engman, Design Manager ‘Meeting people in their homes is the best way for us to learn more about their needs, dreams and living situations. And that helps us create even better living solutions. Home visits aren’t only important for developing IKEA products, they also help us create solutions that are relevant on a local level.’

Togetherness and enthusiasm – IKEA believes  that by working together,  its co-workers  have the power to solve seemingly unsolvable problems. For example, from the early stages of the design phase, IKEA product developers and designers work with a diverse team  of  technicians, manufacturers and specialists. This special partnership helps to keep product prices low and to find the latest techniques to create products the ‘IKEA way’.

Cost-consciousness – this value is about maintaining products at low prices through keeping costs low.

Togetherness – this value emphasises the importance of IKEA co-workers having mutual respect for each other, customers and suppliers. IKEA works side by side with individual suppliers directly at their factories. This enables the company to use the most efficient, cost-effective and creative ways to bring their designs to life. “It’s this special spirit of togetherness that allows us to make advances in smart product design, packaging and distribution.”

Accept and delegate responsibility – IKEA promotes its co-workers with potential and the culture helps to stimulate them to exceed their expectations. As Petra Hesser HR Manager says “You can always be yourself, everyone has a voice and it’s a company that encourages open dialogue. IKEA wants co-workers that can help build on that culture – straightforward and down-to-earth people with a willingness to learn.”

Leadership by example – for IKEA this means that its managers act according to the IKEA values and create an atmosphere of well-being and also expect the same from their co-workers.

IKEA’s values guide it in everything it does and allows the company to maintain the highest ethical standards and to be a good partner in society.

Mission

A company’s mission builds on its vision and values by setting out how it intends to implement the vision in the long term. IKEA’s mission focuses on sustainable long term growth by investing in the

future which benefits its employees, customers and suppliers. IKEA invests the majority of its profits back into the business, into existing and new stores, product development, sustainable solutions and by continuously lowering prices for customers. IKEA’s mission is based on its belief that sustainability should not be a luxury good but affordable for the majority. Several examples of this approach are listed below:

During 2013, as part of its sustainability drive, IKEA reached its goal of phasing out wooden pallets from its global transport network; it now only uses paper pallets and loading ledges. Cotton is used in many of IKEA’s products. Because conventional cotton farming is often  harmful  to  the environment and the people who grow it, IKEA works with the cotton farmers to raise social and environmental standards, and strictly prohibits child labour in its supply chain. 72% of the cotton used is from more sustainable sources certified by the Better Cotton Initiative, of which IKEA is a founding member.

IKEA supports projects that benefit more than 110,000 farmers helping to halve their water and chemical pesticide use, and cut the use of fertilisers by one third in some regions. This in turn helps to increase farmers’ earnings. The company is aiming to sell 100% sustainably sourced cotton by the end of 2015.

When designing new collections IKEA’s designers, product developers and technicians  work closely with local suppliers, with all the development work undertaken at the manufacturing sites. Activities such as this together with getting a first-hand experience of the end user  (the  customer)  of a product through the home visits, aids IKEA designers in having a better understanding of the functionality and requirements of a product, for example, how it would be used and where.

Strategy

Strategy is a plan that turns the vision and mission of a company, underpinned  by its values,  into a set of actions that gives a business a competitive advantage in the market. IKEA’s strategy has always been to design and develop products based on consumers’ everyday needs, keeping prices low and providing functional, attractive and reliable furnishings  and solutions.  Sustainability  has been at the root of IKEA’s strategy throughout its evolution. In 2012 it launched its People and Planet Positive sustainability strategy, which sets out the company’s approach to achieving positive social and environmental impacts. This sustainability strategy brings all the elements of vision, values and mission together to drive innovation and transform the IKEA business. This will strengthen IKEA’s competitiveness by securing long-term access to important raw materials and energy supplies, maintaining and developing its supplier base, developing relationships with  co-workers  and customers, and increasing market share.

For example, IKEA is one of the founding members and the largest purchaser (in the retail sector) of the Forest Stewardship Council (FSC) certified wood, which is still in relatively limited supply globally.

IKEA works with 21 foresters to ensure that all wood is sourced in compliance with the Company’s strict sustainable forestry standards. Over 30% of the wood used to make products is currently from more sustainable sources – this is wood that is recycled or comes from FSC certified sources. IKEA aims to have increased this to 50% by 2017.

By 2020, IKEA plans to renewably produce as much energy as it consumes in its operations. It owns and operates 137 wind turbines globally and currently has 550,000 solar panels on its buildings, with plans in place to install more. In 2013 it produced renewable energy equivalent to 37% of its total energy consumption. The company also plans to offer the most energy efficient home appliances on the market, at the lowest price. By 2016, its full lighting range will have switched LED bulbs that last for 20 years and use up to 85% less energy than incandescent bulbs.

The company is also working to inspire millions of customers to live a more sustainable life at home, introducing innovative products and services to help customers use less energy and produce their own renewable power, save and recycle water and reduce and recycle waste.

IKEA’s strategy is also aimed at its co-workers. For example, its diversity and inclusion strategy includes the goal of having women in half of all management positions at all levels across the

business. IKEA also encourages co-workers to participate in community  involvement  activities  in their local area.

By August 2020, more than 500 co-workers from around the world will have participated in IKEA Foundation ‘I Witness’ trips by visiting school and community based programmes run by UNICEF and Save the Children which are supported by the IKEA Foundation’s annual good cause campaigns. The IKEA Foundation is a charitable organisation that donates tens of millions of Euros to charities each year through funds set aside from IKEA profits. The Foundation supports organisations which fight the root causes of child labour in countries such as India and Pakistan.

Other programmes include empowering women and girls through education, skills training, improved healthcare, or providing a loan to set up small businesses. Such projects have already benefitted over 100 million children. IKEA is a long established company which has maintained the IKEA Concept from its original foundations. The IKEA Concept exists in every part of the company, from design, sourcing, packing and distributing through to the IKEA business model. This case study has shown how IKEA’s vision and mission and its strong values both contribute and drive the development of its sustainable strategy with the overall aim of helping more people live a better life at home. A business strategy is not simply about creating a competitive advantage, but by having a clear vision of what it wants to achieve underpinned by strong values, means that a company can still be a market leader but not compromise on its integrity as a business.

Task 1 (LO 1: 1.1, 1.2, 1.3, and M1, M3, D1, D2)

The above is an IKEA case study that shows Vision, Values and Mission in Driving Strategy. Further information about IKEA is widely available. Carry out research and analysis on IKEA and produce a report which addresses the points below:

Using IKEA as an example, assess how business missions, visions, objectives, goals and core competencies inform strategic planning. Analyse the factors that IKEA needs to consider when formulating their strategic plans. Evaluate the effectiveness of the techniques IKEA could use when developing strategic business plans.

To achieve M1, you will make effective judgements about the value to IKEA of mission statements, vision statements, publicly stated goals and core strategies.

To achieve M3, the work you present will be presented in suitable business formats and will use business terminology accurately.

To achieve D1, you will have used defined criteria to evaluate the effectiveness of different strategic planning techniques such as BCG growth-share matrix; directional policy matrices; SPACE, or PIMS. To achieve D2, you will have demonstrated an effective approach to independent research and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria.

Task 2 (LO 2: 2.1, 2.2, 2.3, 2.4, and M2, M3, D2, D3)

You are also required to:

Analyse the strategic positioning of IKEA by carrying out an organisational audit. Carry out an environmental audit for IKEA. Assess the significance of stakeholder analysis when formulating a new strategy. Present a new strategy for IKEA.

To achieve M2, you will have applied relevant theories to assess the significance and benefits of stakeholder analysis to business organisations such as IKEA when formulating new strategy. To achieve M3, the work you present will be presented in suitable business formats and will use business terminology accurately.

To achieve D2, you will have demonstrated an effective approach to independent research and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria. To achieve D3, you will have generated your own ideas based upon organisational audit, environmental audit, and stakeholder analysis, to present and justify a new strategy for IKEA.

Get Help With HND Unit 7 Business Strategy Assignment

PRESENTATION

• The assignment should have a cover page that includes the assignment title, assignment number, course title, module title, Lecturer/tutor name and student’s name. Attach all the pages of assignment brief/achievement summary with your report and leave them blank for official use.

• Ensure that authenticity declaration has been signed.

• This is an individual assignment.

• Content sheet with a list of all headings and page numbers.

• A fully typed up professionally presented report document. Use 12 point Arial or Times New Roman script.

• Your assignment should be word-processed and should not exceed 2,500 words in length.

• Use the Harvard referencing system.

• Exhibits/appendices are outside this limit.

• The assignment should contain a list of any references used in the report.

NOTES TO STUDENTS FOR SUMMISSION

• Check carefully the submission date and the instructions given with the assignment. Late assignments will not be accepted.
• Ensure that you give yourself enough time to complete the assignment by the due date.
• Do not leave things such as printing to the last minute – excuses of this nature will not be accepted for failure to hand-in the work on time.
• You must take responsibility for managing your own time effectively.
• If you are unable to hand in your assignment on time and have valid reasons such as illness, you may apply (in writing) for an extension.
• Failure to achieve a PASS grade will results in a REFERRAL grade being given.
• Take great care that if you use other people’s work or ideas in your assignment, you properly reference them in your text and any bibliography.

Evidence checklist	Summary of evidence required by student
Task 1	A report that elaborates the process of strategic planning.
Task 2	A report that involves organisational audit, environmental audit and stakeholder analysis and thereby formulating a new strategy.

Criteria Reference	To achieve the criteria the evidence must show that the student is able to:
LO 1
1.1	Assess how business missions, visions, objectives, goals and core competencies inform strategic planning
1.2	Analyse the factors that have to be considered when formulating strategic plans
1.3	Evaluate the effectiveness of techniques used when developing strategic business plans
LO 2
2.1	Analyse the strategic positioning of a given organisation by carrying out an organisational audit
2.2	Carry out an environmental audit for a given organisation
2.3	Assess the significance of stakeholder analysis when formulating new strategy
2.4	Present a new strategy for a given organisation

Grade descriptor	Grade descriptor
M1: Identify and apply strategies to find appropriate solutions	D1: Use critical reflection to evaluate own work and justify valid conclusions
M2: Select/design and apply appropriate methods/techniques	D2: Take responsibility for managing and organising activities
M3: Present and communicate appropriate findings	D3: Demonstrate convergent/lateral /creative thinking

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