Ikea company values. Secrets of corporate culture of world corporations: principles of Samsung, IKEA, Adidas and Google. Office work

In this article, the story will not be about the history of the world-famous Swedish retail and various interesting facts related to the history of this company. There are more than enough available materials on this topic, and they brightly highlight the personal characteristics of Ingvar Kamprad, his asceticism and desire to save on everything that is possible. All this is not hidden and, one way or another, contributes to improving the reputation of the brand. Of interest are other facts that are not advertised. It is in them that one should probably look for the secret of the prosperity of stores selling useful and necessary items at affordable prices. Although it is also useful to know well-known facts, the truth should usually be sought not where they show, but where something is hidden.

What everyone knows

IKEA's marketing is officially based on several main proclaimed principles, including:

• The priority of the price factor. When developing a new product, the selling price is set first, and then the color, design, and so on are discussed.
• Swedish patriotism. It is felt in the design of trading floors, the names of commodity items and even the menu of client "food points". The company can no longer be considered 100% Swedish, but more on that later. This approach gives the entire IKEA trading system a unique Scandinavian flavor.
• Simplicity in everything.
• Attention to mothers who came for shopping. They create the most comfortable conditions.
• Quality. No comments.
• Fixed price for a product.

Thanks to these principles, IKEA has won a serious position in the world market. But there are other basics of the trading network, less well-known.

Why so far?

It is believed that the out-of-town location of IKEA stores is dictated by the extremely low cost of rent, however, there are cases when premises for about the same money can be found closer to the city or in it itself. In fact, the reason for the remoteness of retail space is not only the traditional Swedish economy. Each potential customer, having traveled many kilometers and sometimes stood in traffic jams, is unlikely to leave the store without rewarding himself with at least some kind of purchase - such is the consumer philosophy. This is a couple of blocks you can overcome on foot and leave empty-handed if you don’t like anything.

labyrinth

This principle is applied, of course, not only in IKEA, every supermarket visitor is familiar with it. However, in this trade network, the intricate labyrinth is given the greatest naturalness, which indicates deep thoughtfulness and the ability to deviate from some standard schemes. The buyer almost never has the feeling that he is being "led", on the contrary, he believes that he chooses his own route. IKEA employees call this trajectory "the long natural path." In fact, there is always a shorter way, but the aisles are cleverly blocked with goods or partitions on wheels, which are awkward (psychologically) for the visitor to move.

Multiple placement of goods

The same position can be presented both at the beginning of the "long natural path", and in its middle, and already near the exit. The buyer has no chance not to notice the product, the sale of which is most desirable. Another question is that he, of course, may still not take it. No one is going to force anyone, but you can pay attention.

What is "bulla bulla"?

This internal term of the IKEA company, which, however, has already become quite widespread, has nothing to do with the medieval papal seal bulla. The refrain phrase is a trade technique when many small goods are dumped into one container in order to create the illusion of a sale. In fact, most often there are no discounts, but the buyer thinks that he got into the store at a very good moment and needs to take the opportunity to purchase something at a bargain price.

Liberty

The visitor to IKEA feels like the master of the situation. He can sit on whatever he wants, and even lie down on a suitable piece of furniture. His children are allowed to play in a designated room. Sellers do not force the purchase, and even a hint of some methods of stimulating consumer activity cannot be noticed, although they exist and consist in the fact that they are, as it were, absent. In general, in IKEA stores, almost everything is allowed to the visitor.

Sales assistants show up on time

In many sales organizations, it is customary to approach a visitor and ask him if he wants to be helped. Perhaps this is how it should be done, albeit not immediately, but by letting the person look around. However, in some cases, the excessive zeal of the staff looks like an interest expressed in other circumstances by the phrase “what are you up to?”. At IKEA, consultants answer only questions asked and come when called. However, there is no doubt that they will provide the buyer with any necessary assistance.

internal jargon

Employees do not communicate with each other in an understandable language, including through loud-speaking broadcasting. The main hypothetical situations are encoded with numbers that change periodically to avoid deciphering. If one of the visitors makes a row or, for example, a child cannot be found, then the guards will be called by saying a conditional phrase. This shows concern for the peace of mind of other customers.

funny names

Some commodity items, usually small ones, are indicated by words that do not mean anything and are created by a special program that generates random combinations of sounds and letters. On the one hand, it can be very funny, on the other hand, it removes some of the official duties from marketers who do not need to rack their brains over trifles. Sometimes these funny names encourage visitors to buy.

The secret of IKEA kitchen furniture

In specialized departments selling furniture and equipment for home kitchens, there is always a slight aroma of something indefinitely edible in the air. The smell is created by blowing air with special fans, and its nature has nothing to do with the synthetic aerosols used in some grocery stores and coffee shops. It is natural and comes from real food being cooked (more on that later). The essence of the marketing technique is to create an associative array and subconsciously suggest the idea that you just have to buy something for your kitchen, and it will also smell so delicious. Although, of course, at home it will not be about furniture ...

Where are the flavors from?

A person who has come to an IKEA store from afar (this has already been said) can count on the fact that he will not remain hungry. In this state, people become irritable, and this is contrary to the interests of business. The signature dish for which the trading network is famous is Scandinavian meatballs. They even have their fans, just like IKEA in general.

Free access to the warehouse

This room, dominated by a strict storekeeper who carefully checks invoices, is closed to visitors in almost any outlet. In IKEA, as you already know, you can do everything, including not only entering the warehouse, but also taking everything you like there. And then to the checkout, please.

Involvement in product creation

The assembly of IKEA brand furniture is simplified as much as possible, but in any case, each buyer, following the instructions, feels like a co-author and, to some extent, the creator of these household items. After such work, each thing has a special attitude.

The largest consumer of timber

IKEA does not like to say that one hundredth of all wood produced on the planet is consumed by this company. The attitude to this fact is twofold: on the one hand, such an impressive scale of activity speaks in favor of the company, on the other hand, the material is natural, which is also good. But how will the buyer imagine how many trees are cut down ...

In fact, IKEA is practically a Dutch company.

Yes, the company has only partially retained its Swedish ownership - exactly to the extent represented by the share of shares owned by Ingvar Kamprad. Everything else, along with the brand, was bought by the Stichting INGKA Foundation at the beginning of 2012. However, Kamprad's package, although not a control one, is clearly considerable, otherwise he would not have taken one of the places of honor on the Forbes list.

Most read brand

Few works of literature can boast a circulation of 180 million copies. This is how many IKEA catalogs are printed annually.

Non-state educational institution of higher professional education

Institute of International Trade and Law

Human resource management

full-time student

Alipova Daria Alexandrovna

Moscow 2015

Section 1. History of IKEA

Section 2. Mission and business idea

Section 3. SWOT analysis of IKEA

Section 4. SJS and "Regulations on SJS"

Section 5. Personnel policy of the company

Section 6. IKEA management style

Section 7. Work with the company's personnel

Conclusion

Bibliography

Summary

IKEA is a Swedish company that has been creating furniture and interior items of its own design for 70 years. IKEA's mission is to make a difference in the daily lives of many people by offering high quality furniture and home products at affordable prices.

The IKEA Group owns 311 stores in 26 countries. In addition, another 34 stores in 16 countries are operated by private franchisors. According to the results of the past financial year, IKEA stores around the world were visited by 565 million people, more than 20 new stores were opened, and the turnover of the IKEA Group amounted to 21.2 billion euros.

Purchasing: about 1,300 suppliers in 55 countries. There are 41 purchasing offices in 29 countries.

Supply: 43 regional distribution centers in 19 countries are responsible for the supply of goods to IKEA stores.

Manufacturing: IKEA's Swedwood Industrial Group has 33 factories and sawmills in 10 countries.

Employees: More than 127,800 employees work in various IKEA divisions in 39 countries around the world.

IKEA in Russia is:

· Department of retail sales, including: IKEA stores in Moscow, St. Petersburg, Kazan, Nizhny Novgorod, Yekaterinburg, Novosibirsk, Rostov-on-Don, Omsk, Krasnodar, Samara and Ufa. Every IKEA store also has a catering service. The central office, which carries out activities in the field of marketing, sales coordination, personnel work, logistics, and is also responsible for the further development of the IKEA retail network in Russia and the CIS countries.

· Purchasing offices in Moscow and Novosibirsk, which cooperate with Russian suppliers-manufacturers of IKEA products. This division employs specialists in the field of procurement, work with suppliers, logistics, production of furniture and related products, coordinators of investment projects.

· Organization of supply, including such departments as the customs department and the transport department, as well as the IKEA Distribution Center / Warehouse in the Moscow region, Solnechnogorsk.

· Real Estate Department - a division of IKEA responsible for the development, construction and management of MEGA family shopping centers. This division employs specialists and managers in the field of sales, marketing, construction, and design activities. Service Office, which includes units that support all business processes of IKEA in Russia (finance and accounting, general personnel issues, administration, information technology, security, legal service).

competitiveness personnel management

Section 1. History of IKEA

The world's largest manufacturer of furniture and household items. The company owns more than 251 stores worldwide. The history of IKEA began in 1943 when a young entrepreneur Ingvar Kamprad opened the first store in the small town of Älmhult in Sweden. The name IKEA is an acronym consisting of the initials of the founder and the first letters of the names of the farm where he grew up and the nearby village: "Ingvar Kamprad, Elmtaryd, Agunnaryd". The word turned out to be either by accident or deliberately consonant with the Greek oikia ("house") and the Finnish oikea ("correctly", "correctly"). IKEA is the only retail chain that sets the lifestyle for people regardless of their culture, wealth or religion.

Kamprad founded IKEA at the age of 17 with money donated by his father for successful studies. At one time, Ingvar's grandfather could not repay the loan for the farm and shot himself. The misfortune left a deep imprint in the soul of the boy. Since then, he has sought to earn by all available means. At the age of five, he bought matches in Stockholm and carried them around the village on a bicycle. As a teenager, he sold everything that was in demand; fish, pens, Christmas cards, seeds, wallets, photo frames, watches, jewelry, nylon tights. At first he ran the business out of a barn on his parent's farm, later he began to send orders by mail, delivering them to the railway station in a milkman's van. At the same time, Ingvar joined the pro-Nazi New Swedish. When the story was revealed in 1994, Kamprad did not hide behind a PR machine, but publicly apologized to Jewish IKEA employees, calling his act "the biggest mistake of my life" in the book The Saga of IKEA. At 21, Kamprad was selling furniture and sundries in the first IKEA store in Älmhult, southern Sweden. In 1951, the first product catalog was published (until 1963, Kamprad wrote the texts personally), and since 1953, furniture has become the main product. The competition forced him to display the furniture in the store so that customers could see, touch and evaluate its quality. In 1955, Ingvar took up furniture design. In this direction, Sweden has been a recognized leader in the world. His success frightened local producers, and they "convinced" Kamprad's suppliers to stop working with him, Ingvar switched to Poland. Polish companies could supply inexpensive components in flat packs for assembly of finished furniture on site. Thus was born IKEA as it is known today. The work of Swedish designers from the 1950s and 1960s is a modern secular utilitarian style, usually expensive. Kamprad busted the myth of Scandinavian style being expensive and brought it to the mass market at affordable prices for young people who are setting up their first home. Thanks to Kamprad, buying furniture has become more democratic. And now, according to statistics, every tenth European was conceived in an IKEA bed. Today, IKEA's annual turnover exceeds $15 billion and the company employs 104,000 people. The entire structure is controlled by a Dutch private holding owned by the Kamprad family. A fund with a capital of 36 billion dollars is a guarantee against a possible takeover of the company. According to the Economist magazine, it is the richest charitable organization in the world. The structure of the company is as flat as its boxes of furniture: titles and privileges are prohibited, no one wears suits, top management flies economy class, and during "anti-bureaucratic weeks" the top management of the company unloads trucks and sits at the checkout. IKEA has twice been named one of the "100 Best Companies for Working Mothers" and in 2006 was ranked 96th in Fortune magazine's "Top 100 Employers".

Section 2. Mission and business idea

IKEA's mission: "To make a difference in the daily lives of many people." IKEA's business idea is: "To offer a wide range of comfortable and functional home furnishing products at prices so low that as many people as possible will be able to buy them."

IKEA strives to offer its customers high quality products at affordable prices by optimizing every stage of the supply chain, building long-term relationships with suppliers, investing in factory automation, and also producing goods in large volumes. Their mission involves more than just home improvement. They want to make a difference in the lives of all those people who are affected by their business.

Section 3. SWOT analysis of IKEA

SWOT analysis is needed in order to visually show what shortcomings the company has and what opportunities it can take advantage of. That is, by building an analysis, you can build your plans for the future and minimize the threat of leaving the market. Plus, SWOT analysis is carried out to assess the competitiveness of the company.

Table 1.

Section 4. SJS and "Regulations on SJS"

The personnel management system is a set of goals, objectives and main activities, as well as various types, forms, methods and an appropriate management mechanism aimed at ensuring a constant increase in production efficiency, increasing labor productivity and quality of work.

The functions of personnel management represent the main activities of the organization, focused on the effective use of the human resource of the organization. Traditionally, the following functions are distinguished:

personnel planning (including strategic);

Creation of a reserve of potential candidates for all positions;

Evaluation of candidates and selection of the best from the reserve;

The incentive system

management of personnel costs;

Career guidance and adaptation;

Evaluation of labor activity;

training and development of management personnel;

organization of personnel movement of personnel (increase, rotation, transfer, decrease, dismissal);

Career planning, ensuring professional and job growth;

formation and maintenance of organizational culture;

control over the activities of personnel, ensuring discipline.

Personnel management is carried out in the process of performing certain targeted actions and involves: determining the goals and main areas of work with personnel; determination of means, forms and methods for achieving the set goals; organization of work to implement the decisions made; coordination and control of the implementation of the planned activities; continuous improvement of the system of work with personnel.

Section 5. Personnel policy of the company

The personnel policy of IKEA is based on historically established corporate traditions and values. First of all, honesty, openness, active life position, optimism and friendliness are expected from employees. An important role is played by the readiness of people for professional improvement, all-round development, the desire to learn from their own experience and share their knowledge with colleagues. The management, for its part, does everything possible to ensure that the above-mentioned personal and business qualities are used in the company, contributing to the professional growth of employees and increasing their satisfaction with their careers. It would be difficult to achieve such an effect without a well-established, structured system of internal corporate training. An illustrative example is the training system operating in one of the IKEA stores in St. Petersburg.

Education system

The results of staff training at IKEA should be:

Adaptation to the norms and standards of the company's corporate culture;

Quality performance of duties;

Improved professional knowledge and skills of employees;

Introduction of new technologies and expansion of areas of responsibility;

Formed "personnel reserve";

Optimization of activities of departments and business processes.

Depending on the category of personnel, priority is given to specific goals, which allows you to focus training on the development of competencies that are needed by a particular group. For example, top and line managers improve their management skills; mentors responsible for training newcomers - communication skills and the ability to conduct trainings and presentations; employees working with customers - sales skills and effective stress management.

In the course of organizing training, the personnel department mainly performs the functions of an executor and coordinator, while a more important task - determining training objectives - is the responsibility of top and line managers (Figure 1). In other words, the immediate supervisors of employees answer strategic questions (whom and why to train?), and the personnel department deals with the tactical part of the work (what and how to teach?).

The effectiveness of this approach lies in the fact that everyone does only their part of the work. The manager, knowing the strengths and weaknesses of subordinates, clearly determines their need for additional training, and personnel service specialists, having tools for transferring knowledge and developing skills, organize the learning process.

Section 6. IKEA management style

The company adopted a simple democratic management style. In the office, it is almost impossible to determine who is the boss. However, the room itself is a large open space where everyone works at the same tables. Managers do not have separate offices, and any employee, if necessary, can approach them with a question. Managers do not seek to prove their own status with the help of material assets, such as exclusive furniture in the office or an expensive suit. Position in the company and respect of colleagues are won by knowledge and competence. After all, mere statements about democratic governance do not give the desired result in practice. Say, feedback from subordinates is a prerequisite for productive activity. Managers hold conversations with their employees, during which the latter get the opportunity to talk about their work and express wishes. A good tool for maintaining corporate unity is a variety of trainings for staff, which talk about the roots of the company, regulations, and principles of work. In addition, internal newspapers have become common practice. Relationships are built through a normal workflow. It is much more convenient to communicate with the manager on an equal footing within the framework determined by his experience and knowledge. Such a model is not a project that all employees can hardly support, but a natural state of affairs that harmoniously fits into the corporate culture. Company managers are its guides and at the same time an example for employees. Just by listing the rules, it is difficult to get the desired result from the subordinate. To some extent, this is similar to the methods of education. For example, managers do not force subordinates to work, but strive daily to encourage them to fruitful work by their own behavior. One of the main principles is "leading by example", that is, leadership through one's own example.

Section 7. Work with personnel in the company

To start working with staff, you must first hire it. To do this, a competency profile is compiled for all positions that are in the company.

The job profile is the main document that is used:

for the selection of candidates for employment;

for the certification of employees who have passed the probationary period, as well as for the subsequent certification of working personnel after a certain time (for example, to review the level of wages after a certain period of time - six months, a year);

To determine the goals and plan for employee training;

for the formation of a personnel reserve;

for employee career planning.

Job profile includes:

professional knowledge and skills necessary to perform this work;

competencies;

personal characteristics that correlate with the corporate culture and internal, sometimes informal rules of the company, as well as personal data.

On the part of the company, the features of the corporate culture, the work performed and the environment in which this work is performed are taken into account. Factors influencing the compilation of a job profile. When compiling a profile, two key components are also taken into account:

Features of corporate culture (team);

Features of the work performed and the environment in which it is performed.

table 2

The immediate supervisor of the employee who is supposed to be found, as well as the HR manager, should take part in the formation of the profile during the selection. The head has a better idea of ​​the current tasks, the personnel manager - the general trends in the company and the situation on the labor market. One of the easiest ways to build a profile is to conduct a survey of executives where they are asked about the following.

1. Choose from the proposed list of competencies and values ​​what is mandatory, and rank the significance of certain factors.

2. Choose from the proposed list of competencies what they like most about already working employees.

Select those factors that are most dissatisfied in already working employees.

Based on these data, a profile will be compiled.

Compiling a job profile. Rules for compiling a job profile.

Table 3

Conclusion

IKEA is a company that has long acquired its own individual corporate identity and cherishes it. Over the long years of IKEA's existence on the market, this style has become entrenched in the minds of consumers and has become recognizable by almost everyone, therefore, when entering other national markets, IKEA tries to change as little as possible in itself. And those changes that the company still has to make are always made only for the benefit of IKEA itself and consumers. In a sense, it is also a symbol of economic stability. The prices of goods approved and published in the seasonal catalog do not change during the year. The only thing that can change them is discounts as part of the regular sales that the company holds.

According to Ingvar Kamprad, any business should keep in touch with its roots. Therefore, every employee of the IKEA “family” scattered around the world knows by heart the saga of the birth of the company. Its headquarters are not located in fashionable Stockholm, but in the village of Elmhult, where the first furniture pavilion was opened in 1953. There is also a museum where you can learn about the milestones of her business journey. For IKEA, historical heritage is an integral component of the success of the corporate culture and business philosophy, on which more than one generation of managers and ordinary workers has been brought up.

Bibliography:

1. A.G. Budrin - International marketing part 1, St. Petersburg, 2003

2. Bertil Torekul. The saga of IKEA. The true story of how a Swedish entrepreneur conquered the world, and now Russia. - M., "Astrel", 2003.

IKEA in Russia has a retail network (14 stores in 11 cities of the country), purchasing offices in Moscow and Novosibirsk, a distribution center in Esipov and Khorugvin near Moscow, IKEA Centers Russia (operates a network of MEGA shopping centers and builds new stores), as well as factories in Esipov, Tikhvin, the Novgorod village of Podberezye and the Kirov village of Krasnaya Polyana. The Village went to the IKEA Moscow service office and found out how it works there.

Interview

The first meeting of the applicant usually takes place with the HR manager. It is important for the recruiter that the values ​​of the person coincide with the values ​​of the company. There are 10 of them in IKEA, among them - unity, enthusiasm, facing reality, not resting on our laurels and others. Of course, at the interview they don’t tick whether the person corresponds to the value or not. It is important to get a general impression of the candidate. HR asks, for example, about plans for the next year, the main goal in life and the steps taken to achieve it. At the same meeting, the applicant is told in detail about the working conditions, so that some moments do not come as a surprise to him after receiving the offer. For example, not everyone loves open space, communication on “you” even with a manager, rewards based not on personal sales, but on a team result.

All recruiters are guided by the same recruitment principles around the world. Therefore, employees, for example, "IKEA Russia" and "IKEA Switzerland" can be very similar in character. What is it for? The company says that employees can try themselves not only in different positions, but also in different countries. There are examples when Russian employees moved to work in France, Germany, the USA or Korea.

A month ago, the story of a Russian IKEA employee moving to a German office ended. Prior to that, he worked in Germany for six months under a special IKEA program. He liked the country very much, besides, his relatives were found there. IKEA Germany was ready to accept him for the position of store manager. But when he began to draw up documents for a work visa, it turned out that he received a higher education in the specialty "nuclear physicist". Because of this, he was suspected of espionage and did not want to let him out of the country. Then at IKEA Germany, he was offered an even higher position - in order to justify the move.

IKEA

furniture and home goods retail chain

THE NUMBER OF EMPLOYEES: about 500 employees at the Moscow headquarters

But there is also an opposite principle in the selection of employees - cultural diversity. “If everyone were the same, the company could not develop,” IKEA believes. What is unacceptable for applicants is aggression, rudeness and signs of corruption. An IKEA recruiter says that HR sometimes offer a bribe, they say: “Help me get a job, we won’t offend.” But they are immediately rejected. Applicants dressed in strict business suits will also arouse suspicion, because this does not correspond to the spirit of the company. You don't have to be an IKEA fan and assemble furniture with your eyes closed to pass the interview. Those who are indifferent to home improvement are also taken here. But over time, they say in the company, everyone becomes a fan of home design.

Sometimes the first stage of the conversation with HR is replaced by an assessment center. For example, such a collective selection is arranged for interior designers. Usually at the assessment center there are no more than ten candidates and six observers - employees of IKEA. The same type of selection is used for internal candidates before promotion.

The second stage is an interview with the immediate supervisor. The manager checks not only for compliance with values, but also for the general outlook of a person and motivation, looks at his professional skills. And the final interview is an interview with a higher manager.

First days of work

When a person has passed all the stages of the interview, he is given a letter. It indicates who will be its leader, describes the working conditions and what is included in the social package. Before going to work, each new employee undergoes a medical examination. On the first day of work, a mentor is assigned to a beginner - buddy. It helps to understand business processes, the operation of various programs, introduces colleagues and helps to navigate the office.

The probationary period in the company is called graduate school, as a result of which the “graduate student” passes a simple certification: he orally answers the questions asked by the mentor.

In the first working week, newcomers are sent to introduction training. It is divided into two parts: two days at the beginning of work and a day two months after receiving the offer. Trainings are conducted by representatives of different departments of the company - logistics, design, sales. They talk about their function and tasks. Such training helps to understand how departments are interconnected and what their main mission is. During this training, a tour of the office is arranged. And then they arrange a small quest for beginners: you need to find the right department as quickly as possible, take a selfie against the background of its sign and ask colleagues what they do. Another task: beginners are divided into groups and quickly assemble a rack or cabinet according to the instructions.

Education

Each employee, together with the manager, sets goals for six months ahead twice a year. These are both professional tasks and self-development goals. To achieve them, you can participate in trainings. There are about 200 of them in IKEA's arsenal. However, this method is not considered the most effective. At IKEA, it is customary to learn on the job and complete tasks that will contribute to the development of a particular competency. For example, if an employee is bad at presentations, then he is likely to speak to colleagues more often and eventually learn to do it well.

The company is actively running a program to promote employees by position - HiPo (High Potential). It lasts eight to nine weeks throughout the year. Trainings can take place not only in Moscow, but also, for example, in Krasnodar or at one of the factories. For example, last year employees went to the company headquarters in Älmhult for a week to study there. Employees not only met colleagues from other countries, but also had the opportunity to communicate with the founder of IKEA, Ingvar Kamprad.

Office work

There is no dress code at the Moscow headquarters: you can appear in the office in jeans, shorts, and sneakers. Those who meet with customers dress in business style, and store employees (from the warehouse specialist to the director) are given the same uniform. After the shift, you can take it to a corporate dry cleaner, and pick it up already clean and ironed. A funny thing happened to the form once. A woman really wanted to get a job in the store at Tyoply Stan. She was about 55-58 years old, but she looked much younger and was very active. At the same time, she understood that if she wrote her age in the questionnaire, then, most likely, the recruiter would not invite her to a meeting. And she decided to bypass this obstacle and contact the store employees directly. After talking to one of them, she explained why she wanted to work and asked for help to arrange a meeting with a recruiter. The employee liked it, so he called HR. The recruiter interviewed and decided to hire her. And only on the first working day did the woman find out that that sympathetic employee was the director of IKEA Tyoply Stan.

Everyone in the office works in open space. Meetings with clients can be arranged in meeting rooms, and relaxation areas are adapted for relaxation. In one of these rooms, employees of the IT department put a horizontal bar and a game console. There is also a photo studio on the same floor. A small part of the furniture for the Russian catalog is removed in it. There is also a testing room at the headquarters, where specialists conduct experiments on new products. Employees are not allowed to sleep on display beds in the store. But the company says that sometimes photos of buyers who hid and spent the night in IKEA appear on the network. Although, according to them, it is not so easy to do this: the store also works at night, logisticians are constantly walking, filling the shelves with goods. That didn't stop the 12-year-old from spending a week hiding from his parents at IKEA, though.

The Moscow office has an irregular working day, although formally it lasts from 09:00 to 18:00. Stores have a rigidly planned schedule, which specifies exactly how many employees should be at the workplace depending on the time and day of the week. Sometimes office workers help those who work in stores. This happened before the last New Year, when everyone rushed to buy furniture and household appliances. Someone laid out goods, someone worked in a warehouse, and the director of IKEA Belaya Dacha, Johan Segersteen, for example, collected carts in the parking lot.

Food in the office

The company calls Fika a coffee point because “fika” in Swedish means coffee break. Here you can have a bite to eat, warm up food brought from home, or chat with a colleague in an informal setting. The coffee here is brewed, the thick after it is not thrown away, but given to employees at the dacha. You can dine in the dining room on the ground floor. The range of dishes here is much wider than in the IKEA restaurant, so that the same dishes do not get bored during the week of work. At the same time, a full meal (first, second, dessert and drink) will cost only 50 rubles. For 15 rubles, an employee will have access to a salad bar with an unlimited amount of salad.

Traditions and bonuses

At IKEA, you can learn English for free if you need it for work. Classes are held in groups twice a week. Each employee is compensated 9 thousand rubles for fitness. There is a single discount for everyone and for furniture - 15%. But the amount of purchases per year is limited. But if someone makes repairs or completely renews the furniture in the apartment, then you can ask to increase the limit.

In addition to traditional bonuses, IKEA has employee motivation programs. Among them are an annual bonus, our own pension program and the Tack! (translated from Swedish means "thank you"). She encourages those who have worked in the company for more than five years.

Scandinavian traditions, as it turned out, are not elevated to a cult in IKEA. And in general, corporate events are held twice a year: this is a New Year's party and a summer one ("Midsummer" - the celebration of the summer solstice). At the last one, local Swedes dance the traditional dance of funny frogs, and the employees sing national songs. For this, everyone is given a text with transcription.

The history of IKEA is rooted in the rugged lands of the province of Småland in southern Sweden. The founder of the company, Ingvar Kamprad, was born here. In 1943, seventeen-year-old Ingvar registered a company called IKEA. IKEA stands for Ingvar Kamprad, Elmtaryd, Agunnaryd. Elmtaryd is the name of the farm, and Agunnaryd is the name of the parish where Ingvar grew up. His first range included Christmas cards, matches and seeds. Five years later, the first piece of furniture appeared in the assortment of the company - an armchair.

The first permanent exhibition of IKEA furniture opened in Elmhult in 1953. Since then, IKEA has been growing and developing. Today Elmhult is the heart of IKEA. The values ​​that underlie the concept of the company are relevant to this day. Enthusiasm, innovation, frugality, simplicity and modesty are the basic concepts of everyone working at IKEA. Ingvar Kamprad continues to work for the prosperity of the company as a General Advisor. Today, as before, he must be sure that every customer will be satisfied with the purchases made at IKEA.

The main idea of ​​IKEA is to change the daily life of many people for the better. This is achieved by IKEA management with the help of the main business idea - to offer a wide range of goods for the home of good quality and design at such low prices that as many people as possible have the opportunity to purchase them. Hence the IKEA motto - "More with less". IKEA furniture developers and designers, having analyzed the living conditions of most people, show how every centimeter of available space can be rationally used. Studying the realities of life helps developers understand what design will best meet the needs of buyers. The analysis of people's living conditions gives the company a better understanding of their daily problems and stimulates the search for functional solutions that allow you to change the environment of their homes for the better.

IKEA stores are unique in that almost all the necessary goods for the home are collected under one roof: from furniture to small things. IKEA also follows the motto: the main thing in the store is the buyer. Therefore, IKEA decided to make visitors feel as free and comfortable as possible in the store. In this regard, IKEA has developed a self-service system. Buyers make their own choice, take the goods from the warehouse themselves and bring the selected goods to the checkout themselves. On the way to the checkout, the customer should be able to select accessories and make the last purchases. The buyer can deliver his goods home. Almost all pieces of furniture are collapsible structures in flat packs. Such furniture takes up little space in transportation and storage.

However, in some cases, the buyer needs help from the seller: * when the buyer spends a large amount of money * when he purchases complex goods * when he buys complete furnishings for a room or house * when the buyer comes to the store for the first time. The IKEA store must constantly increase the competitiveness of its products. Therefore, he strives to demonstrate his assortment in such a way that the buyer receives all the information necessary for an independent choice and purchase of goods. To do this, the following principles must be observed: 1. Order and good organization.2. Knowledgeable staff in all areas of work. Those employees who communicate with customers must wear IKEA uniforms.3. Equipped for the convenience of buyers trading floors. Rational use of retail space will enhance sales.4. Interiors and other ways of displaying products that create trust in products and inform about the price.5. Each product must have precise instructions on how to make a purchase.6. Focus on bestsellers and promotion of new products.7. Interiors specially created for certain groups of buyers.8. Active sales of related products.

All of the above features of the IKEA store, of course, contribute to attracting and retaining customers. However, PR technologies play a significant role in maintaining relations between the public and the company. To begin with, it should be noted that IKEA has a whole department of public relations. This suggests that the company attaches great importance to PR. PR - technologies of the IKEA store can be divided into two groups: internal and external. The internal ones are those that are developed and used by the IKEA PR specialists themselves. External ones include those that are carried out by attracting specialists from outside. You should start with external technologies, as they are used quite rarely, but they are of great value to the company's activities. External PR is more of a marketing analysis. For this purpose, IKEA once a year invites a special company that analyzes and provides a report. This report presents all the data about the customers: what is the average age of the majority of IKEA customers, what% of customers are people under 30 years old, under 50 years old and older, what% of women and men, where they live, what are their preferences, etc. In accordance with these data, the company highlights the advantages and disadvantages of its activities.

Internal PR is presented in many different ways to attract customers, maintain an image and form public opinion. To begin with, consider PR technologies to attract customers. Firstly, this is the distribution of free catalogs, brochures and flyers to the population of the area where the store is located. The company makes sure that everyone receives catalogs. To do this, she conducts a population survey using separate questionnaires or by placing small questionnaires in the Extra M newspaper. In addition, the company conducts a survey among employees to find out how often their relatives and friends visit the store, whether they are satisfied with everything, etc. A significant role in attracting customers is played by the idea that underlies the development of the company. It is expressed in the well-known slogan: "If there is an idea, there is IKEA". It means that the main thing is to present an idea to buyers, and not just sell furniture. Therefore, the IKEA store is built on the principle of an exhibition. So, in the furniture hall in specially made show-rooms, ideas for home improvement, embodied in the interiors, are offered to the attention of visitors. Moreover, the hall itself is divided into several departments: the living room department, the dining room department, the IKEA department (office furniture), the bedroom department, the kitchen department, the children's room department. Thus, the buyer can come up with an interior for himself based on the options presented.

In addition to interior ideas, IKEA offers customers a variety of ideas for organizing and storing things, from wastebaskets and CD racks to boxes and crates of various sizes. All the necessary accessories, interior items and little things for home comfort are sold in the Market, which is usually located on the ground floor. It is also divided into several departments: Tidy Home, Light Department, Wall Decoration, Textiles, Tableware, etc. Often, the IKEA store holds special promotions on various topics. For example, the days of the kitchen, the days of light, which are accompanied by various sales and distribution of gifts. So, on the day of the kitchen, cookies are specially baked in the store and distributed to visitors along with recipes. In the same way, IKEA arranges pre-holiday promotions.

In general, it should be noted that in IKEA you can take ideas not only for home improvement, but also different recipes to diversify your everyday kitchen. For this, IKEA has opened a special department "Swedish Products Store". IKEA is having Christmas promotions. One of them took place on December 15, 2007 under the name "New Year's Kisses". On this day, boxes were placed at the entrance to the shops. The point was that customers could get a gift if they guessed which box contained the gift that was indicated on the coupon. (The coupons were printed in the Komsomolskaya Pravda newspaper).

Another well-known promotion is "Yolki from IKEA". It has been held for more than a year now. From December 17, you can buy a live Christmas tree in IKEA stores for only 150 rubles. At the same time, when the Christmas tree begins to crumble, you can return it to the store, and with the coupon received in return, you can buy any thing in the store in the amount of 150 rubles. It turns out that buyers receive a Christmas tree for free, as if as a gift. Of course, all these promotions lure a lot of visitors, many of whom are sure to become IKEA buyers.

A strong corporate culture penetrates beyond the company, becomes a mission, brand insight. And then not only the employees, but also the clients of the corporation begin to live by the principles and values ​​of the corporate culture. Let's talk about the corporate cultures of Samsung, IKEA, Adidas, Google and MTS.

From the material you will learn:

Corporate culture of a multinational company

Corporate culture, on the one hand, is the result of the interaction of the company with the world around it, on the other hand, it is a derivative product of interpersonal relations within the organization.

In his book The Commandments to the Furniture Dealer, Kamprad outlined the company's moral and business principles and goals. This book is somewhat similar to a religious treatise written in an edifying way. For example, one of the postulates written in it says: "wastefulness in resources is a mortal sin."

Therefore, the principles of the corporate culture of IKEA in 2016 are based on such values ​​as simplicity, modesty and strict cost control. All managers and senior executives of the company do not fly first class and never settle in expensive hotel rooms.

Answers to the questions of personnel officers and HR-s from 12.00 to 14.00 April 3:

• Remote. How to arrange, pay for and control the work and what to do with those who cannot be transferred (simple)?
• Staff reduction. Five lessons from the past crisis to take into account this time.
• Part-time work. How to transfer and what to do with employees who refuse?

Adidas corporate culture

Google corporate culture

Since its founding in 1998, Google has grown significantly, but it still retains and maintains the atmosphere of a small company.

Google developed a unique corporate culture. Google considers its main mission to be the organization of all the information available in the world. The company strives to make the entire data array of the world accessible and convenient for mass use. The philosophy of the company is the fundamental principle of its activity. This principle is also inherent in the corporate culture of Google, which helps staff develop and improve.

Google's corporate culture in 2016 is people first. They provide an increase in the competitiveness and efficiency of the enterprise by developing its managerial potential and improving the quality