Marketing Plan of Nestle - 2665 Words

Buyer Power : Unilever’s buyers are scattered all around the world and they are in billions. In true sense they are not so powerful to pull prices down. But on the other hand it is easier for the customers to switch to a competitor. So Unilever has to be very precautious in deciding about prices and keep the customers satisfied. Competitive Rivalry : In consumer products business Unilever has a large number of competitors and these competitors are in reality very strong. They range from small local corner shop retailer to big giants like Pamp;G, Kraft and Nestle. These competitors almost provide equally attractive products and services and sometimes better. These competitors have the power to attract and influence the customers by more†¦show more content†¦They have also been forced to reduce the amount of sugar in their products, as parent s advocates groups claimed they were contributing to the diabetes epidemic among American children. * General Mills is an experienced, established brand and are the market leader in the USA, however, they have been lacking in innovation, have not cashed in on the booming health food craze and have been behind in creating new, niche products, especially in their yogurt division, where Yoplait is the only brand making a profit. * In 2008, although their products did not carry the recall ed pistachios, several of their ice cream brands, Dryer s, Edy s and Haagen-Dazs, were still plagued with bad PR and loss of sales. Opportunities * In today s health conscious societies, they can introduce more health-based products, and because they are a market leader, they would likely be more successful. * Provide allergen free food items, such as gluten free and peanut free. * They launched a new premium line of higher cacao content chocolates dubbed Nestlà © Treasures Gold, in order to cash in on the recession economy in which consumers cut back on luxury goods, but regularly indulge in candy and chocolate. Americans want luxury chocolates, and high-end chocolate is immune to the recession (so far), because it is an inexpensive indulgence. * Open Nestlà © Cafà © s in major cities to feature Nestlà ©Show MoreRelatedNestle Marketing Plan1453 Words   |  6 PagesMarketing Plan - Nescafà © Dictado, Louise Lejano, Mark Albert Basa, Carol Belle Magnaye, Angelica Current Marketing Situation Analysis A. Industry Study Nearly a hundred years after it first started operations in the country, Nestlà © Philippines, Inc. (NPI) today is a robust and stable organization, proud of its role in bringing the best food and beverage throughout the stages of the Filipino consumers’ lives. The Company employs more than 3,200 men and women all over the country. It is now amongRead MoreMarketing Plan of Nestle9279 Words   |  38 PagesExecutive Summary Marketing is the process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services to create exchanges that satisfy individual and organizational goals. While strategy is the action plan to do something and hence, Marketing Strategy is the managerial process of developing and maintaining a viable fit between the organization’s objectives, skills and resources and its changing market opportunities. The aim of marketing strategy is toRead MoreMarketing Plan Nestle4875 Words   |  20 Pages1. Executive Summary Nestle (Malaysia) Berhad will introduce a new product in Nescafe which known as Nescafe Honey. This product will target to the middle to upper working people who wants to have a warm coffee every morning. Besides, Nescafe Honey is a healthy based product which can helps the target market to stay alert in their work and be confident. Market of industry beverage has been growing for the past five years. We expect that the market will growth each yearRead MoreEssay on Nestle Crunch Marketing Plan1086 Words   |  5 Pagesï » ¿Nestle Crunch Marketing Plan Sweethelda MK 715- Marketing Management Brenau University Instructor: Dr. North June 10, 2014 Executive Summary This marketing plan was created for Nestle Crunch to position itself in the next year to deliver at least $13 million in profit without increasing the budget by over $2 million. An analysis of the chocolate confectionery market will be analyzed to develop marketing strategies to implement to satisfy these objectives. situation analyses Market SizeRead MoreEssay on Nestle Marketing Plan3102 Words   |  13 Pagesï » ¿ Product: Nestle Pure Life Company: Nestle Contents Product: Nestle Pure Life 1 Company: Nestle 1 INTRODUCTION 4 Nestle - Company Overview 4 Nestle Waters – A subsidiary 5 Nestle Pure Life – The Product 6 SEGMENTATION TARGETING 7 Segmentation 7 Target Market 7 COMPETITORS 8 Main Competitors – Competitive Analysis 8 SWOT 9 Weaknesses 10 Opportunities 10 Threats 10 CUSTOMERS 11 Main Customers – Customers Analysis 11 Core Competency 12 Apparent Marketing Strategy 13 RecommendationsRead MoreMarketing Plan For The Bakersfield Nestle Ice Cream Facility Essay1846 Words   |  8 Pagesimplementation plan that has the capability of being successful in the organization. The document will be giving a detailed description of the strategy chosen in the Bakersfield Nestlà © Ice Cream Facility regarding the improvements in the beginning of the run and offline sensory program. Consequently, one will be pointing out the issues foreseen regarding the implementation of the new strategy chosen to improve the consumer s trust and preference by ensuring continuity in the Nestlà © products. ThoughRead MoreNestle Maketing Plan1637 Words   |  7 PagesNestle Marketing Plan Benjamin Tello ERAU Table of Contents Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.3 Company Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 Market Segmentation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.....5 The 4 Ps of Marketing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.....8 Abstract Nestle is one of the major companies in the food processing industry. It was founded in by Henri NestleRead MoreInternational Marketing Analysis Report For Nestle Essay1636 Words   |  7 PagesThis report is aiming to create an international Marketing Analysis report for Nestlà ©. This report will mainly focus on the evaluation of Nestlà © s international marketing activities and that of their key competitors. The latest trends and developments within this particular sector investigate will also be investigated. Nescafà ©, the instant coffee from Nestlà © is the most famous products of the company, therefore Nescafà © has been chosen as the company s products for the purpose of this report toRead MoreUnilever V Nestle1235 Words   |  5 Pagesnow operate in a global market place and to develop appropriate strategies. A global strategy is an organisational plan that takes into account these new global realities. Both Nestle and Unilever have developed global distribution and marketing networks, based on their powerbrands i.e. market leading brands that are recognisable in nearly every country in the world. Both Nestle and Unilever have many powerbrands. Key aspects of global strategy include: 1. Treating the global market asRead MoreNestle Ethics And Communication Transparency1707 Words   |  7 PagesNestlà © Ethics and Communication Transparency As many people might or might not know, Nestlà © is a Swiss multinational food and beverage company who are responsible of many acclaimed brands (Wikipedia, 2014). Many people must have seen, heard or at least bought few of the brands under this organisation, for example: KitKat, Nescafà ©, Nespresso, Cerelac and many others (Nestle.com, 2014). Unfortunately, as they are one big company with a big reputation, problems of any kind are unavoidable. Many ethical

Review of BPR methodologies Free Essays

This paper presents the advantages and disadvantages of using a methodology in the context of BPR. It also provides a critique of existing BPR methodologies which erved as a basis for the development of the CONDOR BPR methodology. The paper also presents the main points of the implementation of this methodology to three European construction companies. We will write a custom essay sample on Review of BPR methodologies or any similar topic only for you Order Now What can a methodology offer to the BPR field? According to Preece and Peppard (1996), a methodology is simply theory put into practice aiming at dealing with real world situations. According to Valiris and Glykas (1999) a BPR methodology should provide ‘ ‘a consistent set of techniques and guidelines which will enable the business process redesigner to reorganise business ctivities and processes in an organisation†. The use of a methodology is essential for a number of reasons. First, a methodology provides a means of codifying experience, knowledge and ideas, in a form that not only can be easily applied, but also can be evaluated and tested. Second, a methodology offers a certain level of organisation, and facilitates planning and monitoring. In BPR initiatives, a methodology enables the organisation, on the one hand, to have a clear picture of its current processes along with their associated problems and, on the other, to design the new state of these processes. In addition, by following a certain methodology, BPR re-engineers† have the opportunity to monitor and evaluate the progress of the re-engineering effort. Third, a methodology enables those who are involved or affected by the BPR to understand their tasks and clarify their roles. A BPR methodology which is clearly defined and explained to those who are leading the BPR work can facilitate the communication between them, and serve as a kind of ‘ ‘contract† in which all the parties understand their responsibilities and are, therefore, able to monitor the overall process re-engineering progress. Finally, adoption of a methodology allows a standard set of required skills to be identified and developed. Key skills required for BPR include process modelling, organisational development techniques, and skills to deal with resistance to change. There are, however, a number of problems related to the use of a methodology. One important reason which explains the reluctance of developing and using methodologies or models in the BPR context is that the widely accepted methodologies are based on how the business processes should change and how the organisation should adapt itself in this change, rather than on the evaluation of urrent practices and on the codification of successful practical experiences (Simsion, 1994). Moreover, the BPR literature search reveals that there are an increasing number of successful re-engineering implementations and case studies using BPR methodologies. Although each business situation has some unique characteristics, an appropriate methodology will need to allow tor assessment and re-use ot existing successful approaches and practical experiences. In addition, a methodology hides the danger of restraining creativity and innovation. The latter are crucial elements in he radical thinking during the re-engineering process. By encouraging those who are involved in the reengineering process to comply with the requirements of a given methodology, there is a potential risk of restricting the opportunity of optimising the results according to the level required by the methodology (Simsion,1994). Critique of existing BPR 239 240 In conclusion, there are many advantages and disadvantages regarding the use of a specific methodology or model in the re-engineering initiative. Each side demonstrates equally important arguments that affect the organisation. The lternative to using a methodology in an attempt to minimise the negative consequences is not anarchy but a contingency approach tailored to suit the objectives and needs of every organisation or business sector, building on basic principles of planning and monitoring as well as on previous successful working practices. Critique of existing BPR methodologies and models The are many BPR methodologies and models available, and most of them pursue a similar path and exhibit commonalities in key areas (Butler, 1994). Today, an increasing number of methodologies, models and tools taken from other disciplines re available in the market, claiming that they are suitable for BPR initiatives. Ruessmann et al. (1994) reported the results of their research, claiming that BPR methodologies are based on a synthesis of techniques drawn from other disciplines and methodologies such as soft systems, total quality management (TQM), benchmarking, and organisational development. According to a I-JK BPR methodology survey summary findings (Archer, 1996), the number of stages involved in BPR approaches varies greatly, despite the fact that they do present key similarities. How to cite Review of BPR methodologies, Papers

International Business Strategy International Market and Increasing

Question: Describe about the International Business Strategy for International Market and Increasing. Answer: Introduction IKEA, founded by Ingvar Kamprad designs and sells ready-to-assemble home accessories as well as furniture appliances (Alnge, Clancy and Marmgren 2016). According to the case study, the company employed 135,000 people in 2013 organizing three units: production, retail and expansion and range and supply (Rangan et al. 2015). The operations are spread in over 42 countries with 345 stores as per the figures of 2013 (Rangan et al. 2015). Majority of the sales is in Europe which is followed by Asia, Australia, North America and Russia (Doppelt 2013). IKEAs 60% business revenue is earned by sales of furniture and the remaining 40% by other items (Rangan et al. 2015). Day by day, IKEA is expanding in the international market and increasing its product portfolio. IKEA considers sustainability as an important part of the organization. IKEA intends to create a better life for everyone (Martin 2015). The company significantly invests in reducing energy consumption. As the main business revenue i s generated from wood based products, it has a wood supply chain strategy for sourcing and procurement (Ikea.com 2016). Assessment of IKEAs People and Planet Positive Plan Sustainability can be defined as a balancing act in which the demands of the present are fulfilled without compromising the future needs. IKEA takes the sustainability strategy seriously and designed the People and Planet Positive Plan (Ikea.com 2014). According to the sustainability report of 2012, IKEA took the big step for addressing resource shortage and climate change (Ikea.com 2016). IKEA strikes a balance between consumer and earth by focusing on three areas: Creating a more sustainable life at home- IKEA takes a lead to develop and promote products so that the customers live a more sustainable life at home. IKEA plans to achieve increase in sales that would inspire the customers to lead a sustainable life at home by August 2020 which is an appropriate plan (Ikea.com 2014). Further, the plan is appropriate in encouraging a balanced diet. These plans can help the company in transforming the business because the customers can attain an affordable and sustainable living (Stoner and Wankel 2012). Further, the plans can create low price and easy solutions that would minimize environmental impact (So and Xu 2014). Resource and energy independence- IKEA aims to protect the vulnerable communities and secure long-term access to raw materials. The aims and plans of the company are to use the resources within the limits and become forest positive by August 2020 (Ikea.com 2016). The plans and targets set by IKEA are appropriate as they aim to sustainably source the raw materials from the forest such as wood, paper, leather, palm oil and others. IKEA aims to ensure full supply chain control and promote water stewardship. Further, IKEA aims to continuously develop its product line, make the products more sustainable and recyclable (Laasch and Conaway 2012). These plans shall help the company transform the business as the main raw materials for the company are derived from the forest. If the company intends to make the sourcing sustainable, it will transform the business and the product range shall be developed (Perrott 2015). Better life for people and communities- IKEAs vision is to make a better life for the people and influence their living across the value chain. Under this concept, IKEA takes an initiative in contributing a better life for the stakeholders. IKEA contributes in a better life for the co-workers by encouraging participation. IKEA supports decent work for managing material and processes (Zara 2013). The scope is limited as the current sustainability plan does not have many targets that need to be achieved in the upcoming years. More short-term objectives can be added that in the sustainability plan that they can achieve within August 2018 (Ikea.com 2016). More initiatives would help in creating a lasting change among the families who require change the most (Fuoli 2012). Therefore, IKEA strives to minimize the negative impact of the global value chain through forestry protection and ethical sourcing of wood. Such initiatives would create a positive impact in the mind of consumers and the sales volume would be affected directly. It is analyzed that the targets set by IKEA are appropriate, however they ae medium term or long-term in nature. There is a need for short-term plans that can be achieved by the company within 6-12 months (Edgeman and Eskildsen 2013). Assessment of IKEA Progress Going by the sustainability reports of the previous years, it is assessed that IKEA has made good progress while implementing the sustainability plan. The strategies are ground-breaking that embodies a range of non-mutually exclusive goals (Ikea.com 2011). IKEA aimed to escalate the growth rate, revolutionize the existing practices in the value chain and promoting an environmental friendly life to the people and wider communities. According to the contribution to FSC certification, IKEA has already added 30 million hectares of forest through the partnership projects (Dann 2015). According to the 2014 sustainability report, it was observed that IKEA installed 150,000 solar panels in the year 2013 for saving energy (Dann 2015). This strategy made the company produce more renewable energy and leading it closer to the goal set by them for the year 2020 of conserving energy (Dann 2015). The company also produced 1,810GWh in 2014, which was a noticeable increase of 27% from 2013 (Dann 2015 ). Further, the company committed to invest an amount of 1.5bn for renewable sources in 2015 (Dann 2015). It was also found that the sales from products in the year 2014 were 1015 million pounds which was a huge increase from that in the year 2013 (Dann 2015). In the year 2013, the sales from the same category were reported as 641 million from the products that makes life sustainable at home (Dann 2015). As stated earlier, IKEA aimed to achieve at least 50% efficiency in energy-consuming products by August 2015 (Dann 2015). However, there were some errors in the calculation methodology due to uncertainties based on the range of 2008 (Dann 2015). Therefore, the company planned to implement a new approach in 2015 so that they could build energy-efficient home appliances (Dann 2015). Further, IKEA aimed to fully develop energy-efficient induction hobs. It was observed that 55% of the electric hobs of the company are now induction hobs (Dann 2015). The company also targeted to offer and develop a new LED range and transform the entire lighting range to a lowest price model (Ikea.com 2011). It was found that 75% of the lighting products by the company were either LED or compatible with LED in the year 2014 (Dann 2015). Based on the above figures, it can be assessed that the company has achieved a lot and still has a long way to go. IKEA has made impressive progress in its sustainability plans with the rapid increase in sustainable products and processes (Businesswire.com 2012). However, it is further recognized that IKEA could have fallen short by 70% in achieving its targets by 2015 and achieve a 100% target by 2020 with an annual increase in 5% efficiency (Dann 2015). IKEA could manage only a 5% progress from its own operations regarding carbon emissions and the firm needed it to reduce to 24-50% by the FY2015 (Dann 2015). The company was also found inefficient in the targets set for sustainable palm oil. The company only made 32% progress and there was a need for further segregation (Ikea.com 2015). Alignment of Sustainability with Business Model The business model of IKEA offers a wide range of products of home furnishing items which are durable; affordable has good functions and design. IKEA caters to the needs, tastes and preferences for people. The key concept of IKEA is to provide high quality products at the lowest possible price which would enable the people to lead a better life. Firstly, IKEA follows a low cost strategy for meeting the target of providing low priced products. The furniture sold by the company is usually unassembled. The strategy of such model is that more unassembled furniture can be transported in comparison with the assembled one. Therefore, the transportation cost can be reduced and the customers can assemble the furniture themselves. According to the People Planet Positive strategy, IKEA decided to have ethical sourcing. Therefore, the company aimed to use more particleboard so that they could reduce and replace the use of solid wood. The cost of furniture can be reduced while following such strategy as the products made from the particleboard cost 20% less than that of solid wood (Rangan et al. 2015). Therefore, this strategy ensures consistency with the existing business model. Further, for maintaining the quality of products in a sustainable manner, IKEA developed IKEA Way (IWAY) for Purchasing Products, Materials and Services. IKEA also uses certified wood as accredited by Forest Stewardship Council (FSC) (Rangan et al. 2015). IWAY ensures the appropriate and minimum standard for conserving the environment and working conditions offered for the suppliers. If the suppliers wish to continue business with IKEA, they have to comply with the IWAY standards. Therefore, the sourcing of wood shall be more sustainable and illegal harvesting or cutting down of wood can be eliminated. In this manner, FSC certified wood ensures protection of forest while sourcing the wood (Rangan et al. 2015). Therefore, the sustainability of strategies for sourcing of wood is in alignment with the business model as the quality of wood is ensured. Additionally, IKEA uses local customization strategy as it understands the needs and tastes of the consumers. IKEA has consumers belonging to different regions. For example it manufactures and designs small furniture for the people in China as they have smaller homes (Rangan et al. 2015). Therefore, IKEAs sustainability strategies are in alignment with the business model. Evaluation of Options for Addressing Sustainability Based on the progress made by the People and Planet Sustainability, four options may be suitable for meeting the organizational goals. This section evaluates the pros and cons of all the options so that the best one can be selected. Advantages Disadvantages Option 1- Owning more forests This option shall help in reducing the reliance on Chinas and Russias expensive wood sourcing. The forest land can be managed by implementing more sustainable strategies. This option would secure access to more FSC certified wood in the future. The wood sourcing can help in stabilizing the prices, quality and availability of wood. Therefore, more sustainable moves can be initiated (Rangan et al. 2015). The option is conflicting as it has unpredictable return on investment. Further, there would be a long time lag before the returns would be generated after investment. Moreover, forestry planning may distract IKEA from focusing on its primary goal. The fixed and sunk cost would pile up thereby disrupting the management process. The residual material from wood would be difficult to sell (Rangan et al. 2015). Option 2- Driving higher procurement targets and standards This option shall improve forest management and governance. It would also promote production efficiency. The trade would become more transparent and responsible. The brand image can be improved by using more recycled and FSC-certified wood so that there is clear progress made towards sustainability (Rangan et al. 2015). However, the option would increase the reliance on suppliers. There is a limited supply of FSC certified wood. Therefore, it may take a lot of time to achieve standards and targets (Rangan et al. 2015). Option 3- Using more particleboard There are numerous advantages involved with this option as the wood can be used more efficiently. The amount of wood used globally can be reduced. There is greater yield from log and lumber in comparison with solid wood. A larger amount of particleboard can be obtained from a log of wood than the solid wood. It would also have transportation advantages as particleboard is lighter in weight. This option would fill up the truck 30% more than solid wood (Rangan et al. 2015). The option is 20% cost efficient in comparison with solid wood (Rangan et al. 2015). The products obtained from particleboard shall be more attractive for the customers as it would be offered at lower selling prices. However, if the consumers have a greater preference for solid wood, the demand and sale figures would fall down with their willingness to pay. This option requires significant investment. There is limited demand for materials in countries like India and China. It would consume more time as a new product range has to be developed for particleboard (Rangan et al. 2015). Option 4- Using more recycled wood Recycled wood is cheaper than particleboard in many countries such as Germany and France. It is because there is ample supply of wood in these countries (Rangan et al. 2015). For switching to recycled wood, there is a need for heavy investment so that the wood can be places efficiently in the manufacturing plants. Moreover, if the plants are set up, they have to be located in the urban areas so that the cost of collecting recycled wood from individuals can be reduced. Setting up a huge factory in the urban areas is not feasible. There is uncertainty of availability of used wood so that they can be recycled (Rangan et al. 2015). Table 1: Evaluation of Sustainable Options Source: (Rangan et al. 2015) Based on the analysis of above options, option 1 and option 3 seem to be the most appropriate. However, if only one option has to be pursued, option 3 would be suitable in achieving wood chain sustainability for IKEA. If more particleboard is used, it can help cut own the production cost. As particleboard cost is 20% cheaper than solid wood, the cost of production can be cut down (Rangan et al. 2015). Additionally, particleboard is lighter than solid wood which provides transportation benefits and enhancing efficiency. Conclusion Conclusively, IKEA takes sustainability seriously. It has made tremendous progress in sustainability based on its People and Planet Positive Plan. These plans can help the company in transforming the business because the customers can attain an affordable and sustainable living. IKEA has made impressive progress in its sustainability plans with the rapid increase in sustainable products and processes. IKEAs sustainability strategies are in alignment with the business model. IWAY ensures the appropriate and minimum standard for conserving the environment and working conditions offered for the suppliers. The company can adopt Using more particleboard for wood sustainability supply chain. References Alnge, S., Clancy, G. and Marmgren, M., 2016. Naturalizing sustainability in product development: A comparative analysis of IKEA and SCA.Journal of Cleaner Production, 135, pp.1009-1022. Businesswire.com, 2012.Progress on Sustainability at IKEA. [online] Businesswire.com. Available at: https://www.businesswire.com/news/home/20120215005289/en/Progress-Sustainability-IKEA [Accessed 9 Oct. 2016]. Dann, L., 2015.People Planet Positive: Ikea makes strides with sustainability strategy. [online] edie.net. Available at: https://www.edie.net/news/6/Ikea-sustainability-report-2014-People-Planet-Positive-2020-targets/ [Accessed 9 Oct. 2016]. Doppelt, B., 2013.Leading change toward sustainability. Sheffield, UK: Greenleaf. Edgeman, R. and Eskildsen, J., 2013. Modeling and Assessing Sustainable Enterprise Excellence.Business Strategy and the Environment, 23(3), pp.173-187. Fuoli, M., 2012. Assessing social responsibility: A quantitative analysis of Appraisal in BP's and IKEA's social reports.Discourse Communication, 6(1), pp.55-81. Ikea.com, 2011.PROGRESS ON SUSTAINABILITY AT IKEA IKEA GROUP RELEASES 2011 SUSTAINABILITY REPORT - IKEA. [online] Ikea.com. Available at: https://www.ikea.com/gb/en/this-is-ikea/newsroom/press-release/progress-on-sustainability-at-ikea-ikea-group-releases-2011-sustainability-report/ [Accessed 9 Oct. 2016]. Ikea.com, 2014.People Planet Positive IKEA Group Sustainability Strategy for 2020. [online] UK. Available at: https://www.ikea.com/ms/en_US/pdf/reports-downloads/sustainability-strategy-people-and-planet-positive.pdf [Accessed 9 Oct. 2016]. Ikea.com, 2015.IKEA Group Announces Strong Sustainability Progress - IKEA. [online] IKEA US/EN. Available at: https://www.ikea.com/us/en/about_ikea/newsitem/012815_fy14_sustainability_strategy [Accessed 9 Oct. 2016]. Ikea.com, 2016.Forestry and wood - IKEA. [online] Ikea.com. Available at: https://www.ikea.com/ms/en_CN/about_ikea/our_responsibility/forestry_and_wood/index.html [Accessed 9 Oct. 2016]. Ikea.com, 2016.People Planet - IKEA. [online] IKEA /US/EN. Available at: https://www.ikea.com/ms/en_US/this-is-ikea/people-and-planet/ [Accessed 9 Oct. 2016]. Kotler, P. and Armstrong, G., 2012.Principles of marketing. Boston: Pearson Prentice Hall. Laasch, O. and Conaway, R., 2012.Principles of responsible management. UK: Routledge. Martin, M., 2015.Building the Impact Economy: Our Future, Yea or Nay. Switzerland: Springer International. Perrott, B., 2015. Building the sustainable organization: an integrated approach.Journal of Business Strategy, 36(1), pp.41-51. Rangan, K., offel, M., Dessain, V. and Lenhardt, J., 2015.Sustainability at IKEA Group. [online] Hbr.org. Available at: https://hbr.org/product/sustainability-at-ikea-group/515033-PDF-ENG [Accessed 9 Oct. 2016]. So, S. and Xu, H., 2014. A conceptual framework for adopting sustainability in greening the supply chains.International Journal of Logistics Systems and Management, 19(4), p.491. Stoner, J. and Wankel, C., 2012.Managing climate change business risks and consequences. New York, NY: Palgrave Macmillan. Zara, E., 2013.International Standards Of Sustainability In Comparison With IKEA. Saarbru?cken: LAP LAMBERT Academic Publishing.