20131105 ikea case study
Post on 26-Jun-2015
488 Views
Preview:
DESCRIPTION
TRANSCRIPT
INTERNALIZING A ACROSS CULTURES
THE CASE OF IKEA
BRAND
Leadership in IKEA
Part.1 Global strategy of IKEA
Part.2Case of Lenovo
Part.3 Leadership by Example
Part.4
ONELeaders
hip in
IKEA
Part.1
Emphasis on identification with the brand
Mutual understanding and patterning
A culturally sensitive approach to brand internalization Inward sense making---- conceptualizing& comprehending
Sense making
Part.1
togetherness and
enthusiasm;
cost consciousness;
leadership by example;
Core values
Vision
IKEA Way
Part.1
Nearly half of 17,000Diversity
Female
Sex Percentile at IKEA management level
FemaleMale
Part.1
perceived only few IKEA values and felt a great degree of isolation.
work alone and only dreamt of the team of his own.
“always give a positive example to others, be always optimistic and smile at people”.
being the guide of “IKEA culture and creating its image”.
The team leader@ Moscow IKEA store
She perceived almost all of IKEA value. The family spirit. Eager to interact. A strong team spirit.
★ More attention to the interaction with the group ★Emotional influence on the group member.
The PR and environmental manager @ St Petersburg
TWO
Global strategy of IKEA
Part.2
Conceptualizing
Comprehending
Activating Ⅰ
Activating Ⅱ
Small group of Senior
managers at IIS (30 years)
Corporate managers at
headquarter (13.5 years)
International managers
in charge of expansion
(10 —30 years)
Local employees
Part.2
Comprehending
Activating Ⅱ
Value-based recruitment
Corporate documents
Survey and reflection
to find right people
to formalize relationship with
employees, customers and suppliers
to encourage feedback from
employees, customers and suppliers
Bringing in experienced people
Conduct business in new market without needing much data
Flexible respondent
To enforce brand values as well as find healthy mix between core brand value and cultural value
Value-based recruitment
to eradicate cultural misfit e.g. Russia 3%
Some of IKEA’s Global Strategies
Part.2
“Curious, open ambitious people”“individuals who add to IKEA’s identity”“Well-educated, eager to learn people”
“Great people”“collectivistic by nature”“people who are rewarding to work with ”
VS
THREE
Case of L
enovo
Part.3
Global working shifts
Achieve localization
Strong successors team
Culture integration based on mutual trust
Measure worth
Accumulate varied experiences
Improve professional competence
Bring successful experiences
Form a local team
Promote the local
Search potential successors
Select and train them
Succeed the manager at once
Understanding of the company culture
3-word principle "Honesty, respect, compromise”
Effective communications among levels
Case of Lenovo
Part.3
Working Hours.
Flexible V.S. Fixed
Differences in Working rhythm
Undesirable extra hours .
say “NO” VS compromise to show diligence
Holiday and Leaves PoliciesChinese Public Holidays, Company Holidays, with paid Annual Leave and Marriage Leave
Other leaves Sick leave, Compassionate Leave and Maternity Leave for female
FOUR
Leadership by example in China
Part.4
Sun Yafang
Chairman of
Former Vice President of Former President of GOOGLE ChinaChairman & CEO of Innovation Work
KAI-FU LEE
LI Ka-shing
Founder & Chairman of
Cheung Kong (Holdings)Richest man in Asia for many years
Chairman of the board & CEO of
Zhang Ruimin
Part.4
Brief bios
Tale of smashing the refrigerators
Personal Achievement
The hard pioneering work in Haier
1997: "Entrepreneur of the Year," Asia Weekly
1999: "Global 30 Most Respected
Entrepreneurs , Financial Times
2002: "Businessman of the Year in China," CCTV
2002: "Global Business Leader and
an Outstanding Donor," United Way International
2004: "Asia’s 25 Most Influential Business Figures,"
Fortune Magazine
2005: "World’s 50 Most Respected Business Leaders,"
Financial Times
2009: "China's Most Powerful People," BusinessWeek
2011: " Inspired Leadership Award"
Zhang Ruimin
Part.2
Part.3
Part.1
You Lingxiao0121133028
Part.4* Speaker: Name
Group Members & Division of Work
THANKSPPTer: Chen Yifei
top related