Strategic Planning (Longitudinal Strategic Development Study) Coursework

strategic Planning (Longitudinal Strategic Development Study) - Coursework character. . . . . . . . 4 3.1 Development History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 3.2 Prior Investments and Disinvestments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 3.3 Markets Served and Products Offered . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7 3.4 Resources Gained and Capabilities Developed . . . . . . . . . . . . . . . . . . . . . . . . . 7 3.5 Culture, Leadership and Management path . . . . . . . . . . . . . . . . . . . . . . . . . .7-8 3.6 Strategies Pursued and Outcomes Achieved . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9 4. Current Strategic Situation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 4.1 Trends in the Macro Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11 4.2 Changes in Industries and Marke ts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 4.3 Strategic Resources, Assets and Capabilities . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 4.4 Financial Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 4.5 Industry Position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 4.6 SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 5. ... . . . . . . . . . . . . . . . . . . . 14-15 5.3 Choices for Future Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-16 5.4 Evaluation of Available Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 5.5 Justifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 5.6 Getting to the Future First . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 6. finish . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 7. Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 ABSTRACT This paper covers the article of furniture industry with regards to the retailing industry. The industry is well related to the home industry in the sense that people buy new furniture erstwhile they moved to a rental home or into a ho drop they had recently bought. On this note, the furniture industry relies on new sales (when people buy entirely new furniture) to furnish a home or on replacement sales (when a furniture is worn due to use or is out of style). The paper discusses in broad terms the signifi fundamentt changes in the business environment such as new lifestyle patterns, threats such as the environmental movement and deple tion of forests and the opportunities presented to pro-active industry players who can seize the opportunities to expand market shares and further revenue growth. The paper then focuses on the furniture concourse of IKEA which is from Sweden but is now present in some 40 countries and territories with about 316 stores (as of 2010, combined for franchised and company-owned