Surprise Check Out the Unbelievable Hours of Ikea Burbank

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Last Updated: 2nd June, 2020 14:37 IST Unbelievable Scenes Outside London IKEA As Brits Queue Up For 4 Hours Post Covid Lockdown As soon as Britain relaxed the lockdown protocol, the IKEA stores across the country were flooded with customers as people stood in the queuefor over 4 hours

As soon as Britain relaxed the lockdown protocol, the IKEA stores across the country were flooded with customers as people stood in the queue for over four hours to shop for furniture. One of the prominent locations of Ikea stores, Wembley, north London, was a COVID-19 test centre but after the lockdown relaxation,  the vicinity saw masses flooding the store and the car parking was full.

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People were so eager to shop furniture and home accessories that they even stood in the intense summer heat queuing up to get to the stores in Nottingham, Reading and Essex, while, similar visuals were witnessed in Wednesbury, West Midlands, even as the British government has instructed the countrymen to act 'sensibly' as restrictions are relaxed. Reportedly people started queuing up as early as four hours before the shop opened. The customers stood since 5.30 am even as the Ikea stores open at 10 am. However, going by the images,  people seemed to follow the social distancing norm as they stood in the queue.

Britain moved to further ease lockdown restrictions on Monday despite warnings from some health officials that the risk of spreading COVID-19 was still too great. According to reports, the government is taking action in phases to ease restrictions first put in place since March 23. But many are worried, as infection rates remain high.

Some schools are reopening in England and some social restrictions have been relaxed, allowing people to have limited contact with family and friends as long as it is done outdoors and with social distancing. Scotland, Wales and Northern Ireland are also easing lockdowns, in slightly different ways.

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The United Kingdom, of which Britain is a part, has recorded over 277, 000 COVID-19 cases, whereas over 39, 000 of the total number of cases have succumbed to the virus, according to the Coronavirus tracker from John Hopkins University. 

Several countries across the world which had imposed lockdown as a counter-covid measure have now started lifting up restrictions even as the COVID-19 cases are surging at an alarming rate. World Health Organisation which has lost its credibility owing to late action on the pandemic,  has said that the COVID-19 will stay and people should start living their lives with the virus, while taking utmost precautions such as maintaining personal hygiene and following the social distancing norm rigorously.IKEA is a well known Swedish company where almost every European person under 30 has purchased something from to decorate their flats. In only a few decades the company “went from the woods of southern Sweden to 31 countries around the world”

The Swedish market is comparably small and IKEA had to expand in order to keep their steady growth rates. The success came as a surprise to many since the furniture business is originally a local business.

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IKEA is the only company in their field, that has been able to expand so widely. The company seems to offer something that is unique to people and that appeals to them as something preferable. The background of the company seems to play a role in managing this uniqueness where Swedish influence on leadership, corporate culture and product offer leads towards the successful “IKEA spirit”.

While the internationalisation of IKEA is one of the reasons for their great success, it seems that it is also the source of trouble. It seems that today’s “game of global strategy [is] increasingly … a game of coordination”

The aim of the paper is to look at the sources for IKEAs success where special emphasis will be given to the Swedish impact on leadership, corporate culture and product offer and the success they have with it. Internationalisation puts challenges on the above success areas and those need to be evaluated, as well.

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IKEA is a very complex company and I couldn’t concentrate on all of the given information. For example, I did not write about the purchasing network and relationships to suppliers. Also, customer contacts are not dealt with in depth.

IKEA sees their employees as important asset. This follows the Processual argument were “the intelligence of people on the ground becomes critical to strategy, not top-down command”.

. With this focus, the company has build a strong corporate culture. By definition this is a “pattern of shared values and believes that gives the members of an organization meaning and provides them with the rule for behavimy in the organization”

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. The corporate culture at IKEA reflects the characteristics of its Swedish background, and it is enforced throughout the world. Inside their company culture, employees generally enjoy to work for the company and give a good service through this.

The way that employees at IKEA handle each other can be compared to the general Swedish culture where emphasis is given to family like attributes with shared responsibilities and informal structures.

Sweden is a very social country where power distance is low. Looking at exhibit one, the results of Hofstedes cultural research on 50 different nations are laid out. There, Sweden is evaluated as the least masculine country. This proves that the country is guided by more feministic traits. The main goal is relationship building instead of achievements and work is done in self-contained social units. Individual careers are less important and managers are modest and helpful. In that sense, Sweden can be seen as a welfare society in which caring for all members is an important goal.

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Related to this, power distance is also relatively small. The country ranks 6th in this area. In cultures low on the power distance scale, status differences are considered undesirable and openness, directness and two-way communication of superior-subordinate is enforced.

The corporate culture at IKEA reflects the Swedish characteristics shown above. The social touch is especially emphasised upon where the company likes to see itself as a big family.

Bonds among employees create relationships of concern. To be coward is seen as most desirable. This shows in the company’s guideline called “IKEA mässigt” demanding that people should not stick out remarkably.

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Decisions are made without long and difficult discussion. Kamprad remarks that the fear of making mistakes is the enemy to evolution and at IKEA responsibilities of the individual should not end anywhere. Everybody should take an effort for the company and employees are encouraged to find and enforce solutions by themselves. This also relates to low power distance at IKEA. Co-workers are encouraged to express their ideas freely and status barriers should be few. For example, at IKEA, only one type of company car exists for all employees that need to travel during their work. Also dress codes do not distinguish between people and it is sometimes difficult to see who the manager of the store is. The company operates very informal and tries to get away from status barriers in anti-bureaucratic weeks, where managers work in lower jobs.

Overall there is a connection between characteristics of Sweden that Hofstede describes and the way the IKEA corporate culture functions. This adds to the very Swedish atmosphere in IKEA shops.

The way that IKEA handles their employees contributes to the general success of the company. In many companies management is only concerned about the classical goal of making profits. This puts employee into great stress since they have to respond to conflicting goals of serving management and customers.

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At IKEA, employees are granted great freedom to solve problems right on the spot. This results in friendly, helpful and respondent personnel. Employees are greatly trusted by the company and granted “unbelievable confidence”

.This naturally results in more commitment which lead towards a better shopping experience. Schneider introduces the following graphic where he demonstrates that satisfaction of employees and customers is interrelated.

IKEAs corporate culture would get lost when it is not enforced worldwide. When IKEA expands into other nations, they take their culture with them and enforce it on the new employees without adapting to local routines.

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If people want to enter the IKEA family they must act accordingly to the “IKEA mässigt”. Also, employees get exposed to the Swedish and thus IKEA culture in their working place.

Pictures of the IKEA soul adorn the walls. In the staff lunchroom you can find a collage of photos from the annual Sancta Lucia celebration in the store, the Swedish midsummer night feast is held, some Swedes always work in each IKEA store, and the managers can usually speak some Swedish. The exposure becomes clear when listening to Sylvie co worker, speaking about her working place at a French IKEA:

“You really feel that you are in a Swedish store, because you work with Swedes and there were several Swedish persons in a Swedish atmosphere … everybody works together, I have breakfast together, and they

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