Strategic Planning (Longitudinal Strategic Development Study) Coursework

Strategic Planning (Longitudinal Strategic Development Study) - Coursework Example . . . . . . . . 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 Style . . . . . . . . . . . . . . . . . . . . . . . . . .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 Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 4.3 Strateg ic 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. Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 7. Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 ABSTRACT This paper covers the furniture industry with regards to the retailing industry. The industry is closely related to the home industry in the sense that people buy new furniture once they moved to a rental home or into a house 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 significant changes in the business environment such as new lifestyle patterns, threats such as the environmental movement and depletion 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 group 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