IKEA 7 IKEA IKEA HP

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1 61 IKEA 1990 IKEA SPA IKEA IKEA 3 Key Word IKEA SPA IKEA IKEA SPA

2 IKEA 7 IKEA IKEA HP

3 , IKEA , ,

4 ,441 2,038 1, GMS 10 GMS , , IKEA MJ MJ 2010 MJ

5 65 20, , IKEA , IKEA 50 SPA IKEA SPA SPA specialty store retailer of private label apparel IKEA OEM SPA SPA IKEA SPA

6 ,738 9, ,

7 SPA C 3C Change Challenge Competition 3C

8 , , , , ,954 87,524 24, , , UV , pp40-45

9 PB SPA , pp46-48

10 70 19 IKEA IKEA ,000 IKEA I.K IKEA IKEA 1953 IKEA IKEA 1956 IKEA IKEA IKEA SPA IKEA IKEA LOVET 2 3 IKEA IKEA IKEA IKEA

11 71 3 IKEA LOVET IKEA HP IKEA HP 1958 IKEA 1 6, IKEA 1961 IKEA 1962 MTP IKEA IKEA ,000 IKEA IKEA IKEA 1982

12 72 19 IKEA 1985 IKEA IKEA IKEA IKEA IKEA IKEA IKEA IKEA 17 IKEA 1974 IKEA IKEA IKEA 1986 IKEA IKEA cm 120cm 80cm 120cm IKEA 3 IKEA IKEA LAMPAN 17 Bartlett, CA. and Nanda A (1996), Ingvar Kamprad and IKEA Harvarcl Business case,

13 73 18 IKEA IKEA 19 IKEA IKEA 3, IKEA IKEA 21 IKEA 1 22 IKEA 1 15 IKEA 1995 PS POST SCRIPTUM PS PS IKEA 18 Buchanan, L. & Simmong, CJ. (2004), Competitive Advantage Through Channel Management, Thunderbird School of Management, Case TB Jungrluth, Rudiger (2006) Die 11 Geheimnisse des IKEA-Erlolgs, Campus Verlag GmbH, Frankfurt/Main. 20 Jungrluth Jungrluth 2006

14 74 19 IKEA IKEA IKEA IKEA 3 23 IKEA IKEA IKEA IKEA IKEA IKEA IKEA GMS IKEA IT IKEA ACK IKEA IKEA 23 Jungrluth Jungrluth 2006

15 IKEA ,000 IKEA IKEA IKEA IKEA IKEA 26 IKEA IKEA 1 IKEA IKEA SPA IKEA IKEA 1991 Swedwood IKEA IKEA ,000 IKEA Jungrluth Bartlett, CA. and Nanda, A (1996) Ingvar Kamprad and IKEA, Harvard Business School Case, IKEA SPA

16 ,350 10, IKEA 29 IKEA 25ha IKEA IKEA IKEA 1 IKEA IKEA IKEA IKEA IKEA DO IT YOURSELF 28 Baraldi, E. (2008), Strategy in Industrial Networks: Experiences from IKEA, California Management Review, Summer, Vol 50. No.4. pp Moon, Y. (2004), IKEA Invades America, Harvard Business School Case Baraldi, E. (2008), op. cit.

17 77 IKEA BILLY 80cm 42kg 3 DO IT YOURSELF IKEA IKEA 20 2 IKEA IKEA 4 IKEA SPA IKEA IKEA

18 78 19 IKEA IKEA IKEA IKEA DO IT YOURSELF IKEA 1990 IKEA IKEA SPA 1970

19 79 C Global Strategy and Competitiveness in Nitori and IKEA Naoe IMURA ABSTRACT In this study, we focused on how Nitori and IKEA had developed its global strategy and how they could gain competitiveness in Japanese furniture industry. Japanese furniture industry is traditionally very domestic and sectionalized. Nitri and IKEA introduced SPA system in the furniture industry. They also used global strategy as the source of competitive power; however, their production strategy were quite different. Nitori owns its factories overseas, but IKEA took the fab-less strategy. Although they have such difference, their low costs products were well accepted by consumers.

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