加拿大paper代写：宜家集团的发展战略
加拿大paper代写：宜家集团的发展战略
宜家集团在2014年采取了积极的增长战略，目的是到2020年将销售额提高到500亿欧元。集团管理层计划通过增加现有303家门店的市场份额和开设200多家门店来实现增长，其中几家门店开拓了俄罗斯和中国等新兴经济体的一些新客户。该公司在规划这种战略扩张时面临的关键战略问题是，该公司在将其积极的增长战略与同样雄心勃勃的可持续发展战略结合起来方面存在问题。集团木材供应链内的可持续性问题本质上是特别具有挑战性的公司看采购木材和木材产品接近客户的市场最小化运输成本但是增长的计划集中在新兴国家中木材供应链缺乏适当的木材市场开发,符合严格的标准由公司的可持续发展。
加拿大paper代写：宜家集团的发展战略
宜家集团的木材采购规模巨大，这对公司、环保活动团体和各种生态系统的底线都是一个特别突出的问题。这条供应链是集团在其雄心勃勃的增长计划中向前推进时，需要解决的各种战略层面之一。从这些角度来看，该案例涉及平衡雄心和可持续性的战略紧张关系。从这个角度来看，理解战略悖论对于平衡增长和可持续战略与悖论性质之间的关系也至关重要。此外，在这种情况下，战略思维的性质将导致提供许多利益的范围，这个案件和解释制定了。宜家一直在扩张，其增长战略也聚焦于此。这就提出了跨文化管理的问题，并对其进行了分析，以此来描述战略思维。
加拿大paper代写：宜家集团的发展战略
An aggressive growth strategy was pursued by the IKEA Group in the year 2014, in order to enhance its sales by 2020 up to 50 billion Euros. The management of the group planned achieving the growth through market share increase of their present 303 stores and through opening 200 plus stores several of which tapped into several new customers across the emerging economies of Russia and China. The key strategic issue that the company faced, while planning for such strategic expansion was the fact that the company faced problems with regard to aligning its aggressive growth strategy with its equally ambitious strategy for sustainability. Issues of sustainability within the group’s wood supply chain were particularly challenging in nature as the company looked at procuring wood and products of wood closer to the markets of customers for minimizing the costs of transportation but the plans of growth focused over emerging nations wherein supply chain for wood lacked properly developed wood markets that met the stringent standards of sustainability by the company.
加拿大paper代写：宜家集团的发展战略
The wood procurement for IKEA Group at enormous scale made it a particularly salient problem for the bottom line of the company, activist group environmentally and various ecosystems. This supply chain was one of the various dimensions of strategy that the Group would require addressing, when moving forward within its plan of ambitious growth. From these perspectives, the case involves strategic tensions in the sense to balance ambition and sustainability. Strategic paradox understanding is also essential from this perspective with regard to balancing the growth and sustainability strategy over the paradoxical nature. Nature of strategic thinking furthermore, in this situation will result in providing much benefit to the extent of this case and the explanation formulated over it. IKEA has been expanding and its growth strategy is also focused over the same. This brings forward the issues of cross cultural management and analysis over the same to describe strategic thinking.
