Complex and Constantly Evolving International Business Environment - Management Assignment Help

Assignment Task :

 learning outcomes:

The assessment(s) are designed to encourage students to engage with theoretical concepts and perspective and use them to analyse evolving and contemporary challenges in international management. By allowing students to critique a cover story from the Harvard Business Review, we aim to embed  an interdisciplinary approach to the delivery of the module.

The course learning outcomes for the MSc International Business are provided below:

1.Apply relevant theoretical concepts and techniques to understand complex and constantly evolving international business environment;

2.Acquire and apply knowledge of International Business to a range of complex situations taking into account relationships to and interactions with, other areas disciplines and areas including Organisation Theory, Supply Chain Management, Finance, Marketing and HRM;

3.Critically appraise the relationships among and interconnectedness between organizations and their socio-cultural and institutional context

4.Display critical awareness and systematic understanding of current issues in International Business, which is informed by leading edge research, and pra

ctice in the field;

5.Demonstrate an understanding of appropriate techniques sufficient to allow detailed investigation of relevant issues in various disciplines underpinning the course;

6.Exhibit creativity in the application of existing knowledge, together with a practical understanding of how established techniques of research and enquiry are used to develop and interpret knowledge in International Business;

7.Critically evaluate the uses and limitations of a range of research methods and techniques, both qualitative and quantitative, to select and conduct effective business and strategic research in a international business context;

Behind the public face of IKEA’s huge stores is a complex worldwide network of suppliers, 1,600 suppliers from approximately 55 countries (Ikea®, 2020b), and also sub-suppliers, and wholesale and transport operations.  In 2017 there was recorded to be 28 distribution centres and 11 customer distribution centres in 16 countries (Ikea®, 2017), however, later figures are not available from Ikea. This supply network is vitally important to IKEA. From purchasing raw materials, right through to finished products arriving in its customers’ homes, IKEA relies on close partnerships with its suppliers to achieve both ongoing supply efficiency and new product development. However, IKEA closely controls all supply and development activities from IKEA’s hometown of Älmhult in Sweden.

 But success brings its own problems and some customers became increasingly frustrated with overcrowding and long waiting times. In response IKEA launched a programme ‘designing out’ the bottlenecks. The changes included:

• clearly marked in-store short cuts allowing those customers who just want to visit one area to avoid having to go through all the preceding areas;

• express checkout tills for customers with a bag only rather than a trolley;

• extra ‘help staff ’ at key points to help customers;

• redesign of the car parks, making them easier to navigate;

• dropping the ban on taking trolleys out to the car parks for loading (originally implemented to stop vehicles being damaged);

• a new warehouse system to stop popular product lines running out during the day;

• more children’s play areas.

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