000			03611cam a2200349 a 4500
001			u8135
003			SA-PMU
005			20210418123943.0
008			110805s2012 nyu 000 0 eng
010			_a 2011032233
040			_aDLC _beng _cDLC _dYDX _dBTCTA _dYDXCP _dCDX _dMNE _dVP@ _dBDX _dQBX _dDEBBG _dA7U _dZWZ _dTTU _dOCLCQ _dOCLCF
020			_a9780071777650 (alk. paper)
020			_a0071777652 (alk. paper)
020			_a0071777644
020			_a9780071777643
035			_a(OCoLC)733248119 _z(OCoLC)765962370
042			_apcc
050	0	0	_aHD9773.S84 _bD34 2012
082	0	0	_a658 _223
100	1		_aDahlvig, Anders.
245	1	4	_aThe IKEA edge : _bbuilding global growth and social good at the world's most iconic home store / _cAnders Dahlvig.
260			_aNew York : _bMcGraw-Hill, _cc2012.
300			_axiii, 191 p. ; _c24 cm.
505	0		_aThe four cornerstones of a good business -- Maintaining a strong and dynamic corporate culture -- Diversity: a good business choice -- The environmental agenda -- The market perspective -- Creating a unique product range -- Building a supply chain to deliver low prices -- Efficient retail stores -- Effective communication -- Working as one company -- Staying on track -- The market strategy -- The European expansion -- Strengthening Ikea in the United States -- Developments in Russia and Asia-Pacific -- A local company or a global retailer? -- Global expansion in retail -- The financials -- The role of the CEO.
520			_aWith Anders Dahlvig at the helm from 1999 to 2009, the furniture giant IKEA averaged 11 percent yearly sales growth and annual operating profits in excess of 10 percent. The company hired more than 70,000 new employees and opened new stores around the world--all while maintaining its reputation as one of the world's best corporate citizens. In The IKEA Edge, Dahlvig tells the story of how IKEA matured from an entrepreneurial startup to a leader in the furniture industry. He recounts his 26-year career at the company and what he learned along the way. In his rise from store manager to president, Dahlvig developed the unique vision he relied upon to lead IKEA through good times and bad--by combining traditional business goals like profit and growth with the progressive interests of social responsibility and environmental stewardship. Dahlvig proves that these objectives, which are usually viewed as polar opposites, can actually work wonders together. The IKEA Edge serves as an expansive case study for "doing good business while being a good business." Dahlvig clearly lays out the cornerstones that support IKEA: a vision of social responsibility; market leadership with a balanced global portfolio; differentiation through control of the value chain; and building for the long term--four principles that can be applied in any business, in any industry. social and business agenda--and it continues to grow, even during the worst global recession in history. In a time when the public's trust of business has hit bottom, such an approach to business is more critical than ever. A combination of personal memoir, call to action, and strategic vision, The IKEA Edge provides the inspiration and information you need to develop a social-good/good-business agenda for your own company. Public trust, brand recognition, customer loyalty, and a world-class reputation will soon follow. -- Book Jacket.
610	2	0	_aIkea (Firm)
650		0	_aFurniture industry and trade _zSweden _xManagement.
650		0	_aSocial responsibility of business _zSweden.
942			_cBOOK
994			_aZ0 _bSUPMU
596			_a2
999			_c5475 _d5475