magistrsko delo
Mojca Pušnik (Author), Klavdij Logožar (Mentor)

Abstract

Ikea, švedska multinacionalka, ustvarjena v petdesetih letih prejšnjega stoletja, danes velja za največjega svetovnega trgovca s pohištvom. Po obetavnih začetkih je podjetje sledilo tradicionalnemu vzorcu internacionalizacije, najprej širitev v sosednje države s podobnim jezikom, kasneje pa na druge, bolj oddaljene in eksotične trge. Podjetje se je sprva osredotočilo na iskanje lokacij v Skandinaviji, nato drugje v Evropi. Težnje po širitvi so podjetje kmalu pripeljale na kitajski trg. Kitajski, kot državi z največ prebivalci na svetu, nikoli ne primanjkuje kupne moči, zato je za podjetje Ikea veliko obetala. Podjetje Ikea je na kitajski trg vstopilo leta 1998, z odprtjem trgovine v Šanghaju. Čeprav so se v podjetju Ikea dobro pripravili za vstop na kitajski trg, se kljub temu niso mogli izogniti nekaterim nenačrtovanim izidom. Ker sta kitajski in evropski trg, kjer je podjetje nabiralo predhodne izkušnje, precej oddaljena, so se v podjetju kmalu začeli srečevati s težavami, ki so izhajale iz nezadostnega poznavanja različnih kultur. V skladu z obravnavo Ghamewatovega CAGE koncepta tako velja, da sta evropski in kitajski trg bolj oddaljena kot npr. posamezne države znotraj evropskega trga, iz česar posledično izhajajo tudi večje razlike na kulturološkem, administrativnem, geografskem ter ekonomskem področju. Podjetje za širitev na mednarodne trge uporablja standardiziran koncept, nanašajoč se na trgovine s prodajo pohištva in dodatkov, lociranih na zelo podobnih mestih, s poudarkom na ceni, ploščatih paketih ter samosestavljanju. Vendar pa zaključki različnih študij pogosto pričajo o prilagoditvi različnim nacionalnim trgom. Tako se je zgodilo tudi v primeru vstopa podjetja Ikea na kitajski trg. Začetno oviro so predstavljale cene, ki so bile za kitajski trg previsoke. V primerjavi z evropskim trgom, kjer so cene Ikeinega pohištva ugodne, pohištvo pa dostopno široki množici potrošnikov, so si ga na kitajskem trgu lahko privoščili le redki. Podjetje je takoj začelo z drastičnim zniževanjem cen. Kitajci, zaradi poceni delovne sile, niso sprejeli koncepta samosestavljanja pohištva. V Evropi je ta koncept priljubljen, saj se kupci zavedajo, da njihovo prispevanje k sestavi pohištva zniža njihovo ceno. Zaradi dostopnosti z avtomobilom se trgovine v Evropi nahajajo na obrobjih mest, na Kitajskem pa se zaradi pretežne uporabe javnega prevoza trgovine nahajajo na mestih, ki so povezana z železniškim in s podzemnim omrežjem. Podjetje je znano po svojem katalogu, ki ga že vrsto desetletij pošilja na domove obiskovalcev. Na kitajskem trgu se je izkazalo, da katalog ni najbolj primerna rešitev oglaševanja podjetja, saj kitajskim konkurentom nudi vse potrebne informacije (materiali, dimenzije …) za posnemanje, kitajska zakonodaja pa je prešibka, da bi to preprečila. Razlike se pojavljajo tudi v načinu nakupovanja. V Evropi obiščemo trgovine, ko kaj potrebujemo, na Kitajskem pa se obiskovalci trgovin želijo sprostiti v prijetnem okolju, družiti s prijatelji v restavracijah in si odpočiti na razstavljenem pohištvu – precej manj nakupujejo, vendar trgovine obiščejo veliko pogosteje kot kjer koli drugod po svetu. Zaradi specifičnosti trgov bo ponekod vselej potrebnega več časa in znanja za njihovo osvojitev. Tako se je tudi Ikea na kitajskem trgu marsičesa naučila in mnoge izmed teh lekcij bodo pomembno prispevale k nadaljnji širitvi podjetja.

Keywords

mednarodni trg;mednarodno trženje;mednarodno poslovanje;strateški marketing;kultura;medkulturne razlike;

Data

Language: Slovenian
Year of publishing:
Typology: 2.09 - Master's Thesis
Organization: UM EPF - Faculty of Economics and Business
Publisher: [M. Pušnik]
UDC: 339.13
COBISS: 69306883 Link will open in a new window
Views: 391
Downloads: 60
Average score: 0 (0 votes)
Metadata: JSON JSON-RDF JSON-LD TURTLE N-TRIPLES XML RDFA MICRODATA DC-XML DC-RDF RDF

Other data

Secondary language: English
Secondary title: ǂThe ǂimpact of cultural differences on marketing strategy in European and Chinese market the case of Ikea
Secondary abstract: Ikea, a Swedish multinational founded in 1950s is presently the world largest dealer in furniture. After the promising beginning, the company followed a traditional pattern of internationalization: first, expansion to the neighbouring countries with similar language, and later to other more distant and exotic countries. At first, the company focused on looking for locations in Scandinavia, and later in other European countries. Expansion aspirations soon brought the company to the Chinese market. China – as a country with the highest number of inhabitants in the world – never lacks purchasing power. Therefore, it was a promising location for Ikea. Ikea entered the Chinese market in 1998 by opening a shop in Shanghai. Although the company was well prepared for entering the Chinese market, they could not avoid some unplanned outcomes. Since Chinese and European market, where the company got its prior experience, are distant, the company soon faced problems originating in inadequate knowledge of different cultures. In accordance with the Ghamewat CAGE concept, European and Chinese market are more distant than e.g. individual countries within the European market causing bigger differences in cultural, administrative, geographical, and economic area. For extension to the international markets, the company uses standardized concept referring to shops selling furniture and accessories located in very similar places by emphasizing price, flat packages, and self-assembling. However, conclusions of various studies are often a proof of adaption to different national markets. This happened also in the case of the company Ikea entering the Chinese market. The first obstacle were prices that were too high for the Chinese market. In comparison to the European market where prices of Ikea furniture represent a bargain and furniture is accessible to a wide population of consumers, only few consumers could buy it in the Chinese market. The company immediately started drastically lower the prices. Due to the cheap labour force, the Chinese did not accept the concept of self-assembly of the furniture. This concept is popular in Europe as consumers are aware that their contribution lowers the price of the furniture. In Europe, shops are located in the periphery in order to ensure access by car, while shops in China are located in places with access to railways and underground stations because the Chinese mostly use public transport. The company is known for their catalogue that has sent it to customers for decades. In the Chinese market, the catalogue proved to be a less appropriate solution for advertising as it offers all the necessary information to the Chinese competition (materials, dimensions etc.) and the Chinese legislation is not strong enough to prevent imitation. There are also differences in ways of shopping. In Europe, we go to a shop when we need something. In China, visitors want to relax in a pleasant environment, spend time with friends in restaurants, and take a rest on the exhibited furniture. They buy significantly less, but they visit shops a lot more often than people in any other country in the world do. Due to the specificity of markets, more time and knowledge will be required to win some of them. Therefore, Ikea learnt a lot in the Chinese market, and many of these lessons will importantly contribute to the further expansion of the company.
Secondary keywords: Ikea;culture;cultural differences;marketing;Ghamewat concept;European market;Chinese market.;
Type (COBISS): Master's thesis/paper
Thesis comment: Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages: IV, 65 str.
ID: 12570865