61 IKEA 1990 IKEA 1980 1990 SPA IKEA IKEA 3 Key Word IKEA SPA 1 1990 1990 IKEA IKEA SPA
62 19 2 3 4 5 6 IKEA 7 IKEA IKEA 2010 9 2011 1 HP 1 2 1 48 1 10 3 1 2 30 1 2010 2 2010 3 2008 11
63 2009 788,410-27.9 5 2591-9 4 13 5 30 IKEA 2008 3,932-12.9 8,760 1.2 6 4 2010 3 10 5 2001 6 2009 2009 7 2010
64 19 8 2009 398 295 223 2009 219 97 83 2010 2,441 2,038 1,377 668 9 GMS 10 GMS 1994 1 374 2007 602 1.6 1991 1991 10,000 2010 15 20,000 1996 8 2010 2010 9 IKEA MJ 2010 520 MJ 2010 MJ 2010 10 2010
65 20,000 2010 20,000 6 2 IKEA 5 2 20,000 2010 8 223 2011 10 100 50 IKEA 50 SPA IKEA SPA SPA specialty store retailer of private label apparel IKEA OEM SPA SPA IKEA SPA 1967 2010
66 19 2,738 9,117 11 2,861 2010 2 12 1 52 47 1 2004 2010 1972 2 1 2 3 1 1 11 2010 8 21 12
67 1973 1973 3 1972 1.6 4 1980 35 8 1988 19 117 1989 1997 SPA 2007 2010 5 1 221 3C 3C Change Challenge Competition 3C
68 19 70 1994 2009 1,092 21 2,118 2004 10 273,351 2009 56,798 104,954 87,524 24,075 13 50 95 2005 40 286 2008 2,316 2004 123 2008 1,057 60 14 UV 2008 5 1 1,300 13 2009 8 14 2010 6 2007 8 20 pp40-45
69 4 2009 400 15 40 4 3 PB 2009 20 1981 2009 880 100 15 4.5 16 SPA -. 2005 130 1,568 6 78 205 6 15 16 2007 8 20 pp46-48
70 19 IKEA IKEA 1943 41 2009 123,000 IKEA 5 7 17 I.K IKEA 1945 1948 1951 IKEA 1953 IKEA IKEA 1956 IKEA IKEA IKEA SPA IKEA IKEA LOVET 2 3 IKEA IKEA IKEA IKEA
71 3 IKEA LOVET IKEA HP IKEA HP 1958 IKEA 1 6,700 1959 100 1960 IKEA 1961 IKEA 1962 MTP 1963 1969 1973 1974 1975 1976 1977 1979 IKEA IKEA 1965 31,000 IKEA 1 1980 1981 1984 1985 1987 1989 IKEA IKEA 1982
72 19 IKEA 1985 IKEA 60 1 1990 IKEA 1990 1991 1996 1998 1999 IKEA 5 29 158 2010 25 272 IKEA IKEA 38 309 IKEA IKEA 16 34 IKEA 17 IKEA 1974 IKEA IKEA 1 2 43 IKEA 1986 IKEA 2001 2002 7 IKEA 1 2006 4 40 60cm 120cm 80cm 120cm IKEA 3 IKEA IKEA LAMPAN 17 Bartlett, CA. and Nanda A (1996), Ingvar Kamprad and IKEA Harvarcl Business case, 9-390-132.
73 18 IKEA IKEA 19 IKEA IKEA 3,000 20 11 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 TB0133 19 Jungrluth, Rudiger (2006) Die 11 Geheimnisse des IKEA-Erlolgs, Campus Verlag GmbH, Frankfurt/Main. 20 Jungrluth 2006 21 2008 3 11 22 Jungrluth 2006
74 19 IKEA IKEA IKEA IKEA 3 23 IKEA IKEA IKEA IKEA IKEA IKEA IKEA GMS IKEA IT IKEA 9 2005 ACK IKEA 55 24 IKEA 23 Jungrluth 2006 3 4 2.5 1 24 Jungrluth 2006
75 2 2 12 IKEA 1993 6,000 IKEA IKEA 1990 32 30 13 2000 17 9 7 25 IKEA IKEA IKEA 26 IKEA IKEA 1 IKEA IKEA SPA IKEA 930 27 IKEA 1991 Swedwood IKEA IKEA 11 35 13,000 IKEA 10 25 Jungrluth 2006 26 Bartlett, CA. and Nanda, A (1996) Ingvar Kamprad and IKEA, Harvard Business School Case, 9-390-132. 27 IKEA SPA
76 19 31 45 50 1,350 10,000 28 IKEA 29 IKEA 25ha 2005 9 IKEA 2006 3 IKEA IKEA 1 IKEA 16 31 1 1 1 IKEA 16 31 IKEA 500 30 IKEA IKEA DO IT YOURSELF 28 Baraldi, E. (2008), Strategy in Industrial Networks: Experiences from IKEA, California Management Review, Summer, Vol 50. No.4. pp99-126. 29 Moon, Y. (2004), IKEA Invades America, Harvard Business School Case 9-504-094. 30 Baraldi, E. (2008), op. cit.
77 IKEA BILLY 80cm 42kg 3 DO IT YOURSELF IKEA IKEA 20 2 IKEA IKEA 4 IKEA SPA IKEA 70-75 IKEA
78 19 IKEA IKEA IKEA IKEA DO IT YOURSELF 6 16 31 IKEA 1990 IKEA IKEA SPA 1970
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.