- Jubilee offer: spend £10 or more on any product sold by Amazon.co.uk on or before June 6 and you can buy The Diamond Jubilee A Classical Celebration Album for just £2.50 Here's how (terms and conditions apply)
The IKEA Edge
and over one million other books are available for Amazon Kindle .
Learn more
| |||||||||||||||
 Trade In this Item for up to £3.00
Get an extra £5 when you trade in books worth £10 or more until June 30, 2012. Trade in The IKEA Edge: Building Global Growth and Social Good at the World's Most Iconic Home Store for an Amazon.co.uk gift card of up to £3.00, which you can then spend on millions of items across the site. Trade-in values may vary (terms apply). Find more products eligible for trade-in.
|
Special Offers and Product Promotions
Frequently Bought Together
Product details
|
More About the Author
Product Description
Product Description
Praise for The IKEA Edge
“A very good book from a talented business leader [that links] values, culture, and the achievement of business and social objectives together. I have read it now three times and learned something from every passage.”
—Michael Spence, recipient of the Nobel Memorial Prize in Economic Sciences, 2001
“With Anders Dahlvig’s recommendations, we could solve many of the world’s problems by persuading the big multinationals to change their Memorandum and Articles of Association. Big business working in the interests of humanity would be a powerful tool.”
—Gordon Roddick, cofounder of The Body Shop
“The IKEA Edge is a fascinating case study of an entrepreneurial company’s growth to maturity. Anders Dahlvig is incisive and surprisingly straightforward in sharing the IKEA story. As a fourth-generation family business owner, I recognize the inherent paradox of building a ‘good,’ value-driven company and managing for profit. Anders Dahlvig proves it can be done.”
—Antonia Axson Johnson, Chairperson, Axel Johnson AB
About the Book:
With Anders Dahlvig at the helm from 1999 to 2009, the furniture giant IKEA averaged 11 percent yearly sales growth and annual operating profits in excess of 10 percent. The company hired more than 70,000 new employees and opened new stores around the world—all while maintaining its reputation as one of the world’s best corporate citizens.
In The IKEA Edge, Dahlvig tells the story of how IKEA matured from an entrepreneurial startup to a leader in the furniture industry. He recounts his 26-year career at the company and what he learned along the way. In his rise from store manager to president, Dahlvig developed the unique vision he relied upon to lead IKEA through good times and bad—by combining traditional business goals like profit and growth with the progressive interests of social responsibility and environmental stewardship. Dahlvig proves that these objectives, which are usually viewed as polar opposites, can actually work wonders together.
The IKEA Edge serves as an expansive case study for “doing good business while being a good business.” Dahlvig clearly lays out the cornerstones that support IKEA: a vision of social responsibility; market leadership with a balanced global portfolio; differentiation through control of the value chain; and building for the long term—four principles that can be applied in any business, in any industry. social and business agenda—and it continues to grow, even during the worst global recession in history. In a time when the public’s trust of business has hit bottom, such an approach to business is more critical than ever.
A combination of personal memoir, call to action, and strategic vision, The IKEA Edge provides the inspiration and information you need to develop a social-good/good-business agenda for your own company. Public trust, brand recognition, customer loyalty, and a world-class reputation will soon follow.
About the Author
Anders Dahlvig is the former president and CEO of IKEA. In 2006, he received the U.S. Foreign Policy Association’s Global Social Responsibility Award, and in 2009 he earned the Oslo Business for Peace Award. Dahlvig is a regular keynote speaker at international conferences, such as GDI International Conference on Retailing, UN Global Compact Summit, IVL Swedish Environmental Research Institute, Greenpeace Annual Conference, ECR Europe, and World Retail Congress.
Inside This Book
(Learn More)
Tags Customers Associate with This Product(What's this?)Click on a tag to find related items, discussions, and people.
|
What Other Items Do Customers Buy After Viewing This Item?
Customer Reviews
Most Helpful Customer Reviews
1 of 1 people found the following review helpful
Format:Hardcover
A fascinating insight into one of the world's most unique and successful companies, it tells the story of how IKEA rose from humble beginnings to become a global leader in the furniture market. As well as being a personal account of Anders Dahlvig's career at IKEA (he was CEO until 2009), it also acts as a case-study of how businesses can successfully combine commercial profitability and social responsibility. Dahlvig was clearly a visionary leader and this book is inspirational to anyone working in business today.
Outstanding corporate citizenship and outstanding financial performance are NOT mutually-exclusive
23 April 2012
Format:Hardcover
What's in a name?
If the name is Ikea, it tells you who founded the company (Ingvar Kamprad) and the village in Sweden in which he was born and raised (Elmtaryd, Agunnaryd). It is also a name that has become synonymous throughout the world for a wide range of home furnishing self-assembly products as well as stylish but durable accessories of the highest quality.
The title of this review refers to the fact that most of the companies annually ranked among the most highly admired and best to work for are also ranked among those most profitable and having the greatest cap value. In my opinion, that is not a coincidence. As a former president and CEO of IKEA, Anders Dahlvig, explains in this book, global growth enables global social good. Moreover, because global social good is more important to consumers than ever before, those companies who have earned renown for their commitment to it are more likely to thrive. With regard to employees, Dahlvig observes, "I've come to believe most people feel motivated and happy is work has a bigger meaning beyond power, wealth, and other inflated statements." In order words, be associated with, indeed engaged in an organization that is "contributing to a better society."
What specifically are the most important prerequisites for retail companies to deliver true value to society as well as to shareholders? Dahlvig suggests four defining characteristics:
1. A vision with a social ambition combined with a strong value base
2. A business model wherein the product range and price are the main differentiators between you and the competition
3. Market leadership and a balanced global portfolio of markets that defines the company's short- and long-term growth ambitions
4. Company controlled by enlightened and committed owner(s)
It is important to keep in mind Dahlvig's clarification in the Introduction: "The purpose of this book is not to tell the story of Ikea. Instead, my intention is to use Ikea as an example of good corporate citizenship." Throughout his lively and eloquent narrative, Dahlvig shares his insights and recommendations with regard to challenges and issues with which leaders of almost all organizations must now contend. For example, he rigorously examines these in Part 1:
o How to establish and then sustain a strong and dynamic corporate culture
o Why diversity (broadly defined) is a sound business choice
o Major objectives on an environmental agenda
o "Contributing to a better society" within competitive marketplace(s)
In Part 2 (Chapters 6-11), Dahlvig explains how to achieve differentiation through c0ontrol of the value chain; in Part 3 (Chapters 12-17), he shifts his attention to market leadership and a balanced market portfolio; then in Part 4, he examines a process by which to build for the long term, focusing on financials and the proper role of a CEO throughout that process.
Before concluding his book, Dahlvig reaffirms the importance of a company's purpose: "to fulfill itself, to grow, and develop to the best it can be." That means outstanding performance in several areas that include but are by no means limited to finance.
Change is the only constant in today's global business world and it is certain to occur faster and with greater impact in months and years to come. "The c hanging values in society, the good example set by great entrepreneurs, and the business case for profitability resulting from being a good company are all powerful reasons for change." They are obviously not the only reasons for change but I agree with Anders Dahlvig that they are the most important reasons.
If the name is Ikea, it tells you who founded the company (Ingvar Kamprad) and the village in Sweden in which he was born and raised (Elmtaryd, Agunnaryd). It is also a name that has become synonymous throughout the world for a wide range of home furnishing self-assembly products as well as stylish but durable accessories of the highest quality.
The title of this review refers to the fact that most of the companies annually ranked among the most highly admired and best to work for are also ranked among those most profitable and having the greatest cap value. In my opinion, that is not a coincidence. As a former president and CEO of IKEA, Anders Dahlvig, explains in this book, global growth enables global social good. Moreover, because global social good is more important to consumers than ever before, those companies who have earned renown for their commitment to it are more likely to thrive. With regard to employees, Dahlvig observes, "I've come to believe most people feel motivated and happy is work has a bigger meaning beyond power, wealth, and other inflated statements." In order words, be associated with, indeed engaged in an organization that is "contributing to a better society."
What specifically are the most important prerequisites for retail companies to deliver true value to society as well as to shareholders? Dahlvig suggests four defining characteristics:
1. A vision with a social ambition combined with a strong value base
2. A business model wherein the product range and price are the main differentiators between you and the competition
3. Market leadership and a balanced global portfolio of markets that defines the company's short- and long-term growth ambitions
4. Company controlled by enlightened and committed owner(s)
It is important to keep in mind Dahlvig's clarification in the Introduction: "The purpose of this book is not to tell the story of Ikea. Instead, my intention is to use Ikea as an example of good corporate citizenship." Throughout his lively and eloquent narrative, Dahlvig shares his insights and recommendations with regard to challenges and issues with which leaders of almost all organizations must now contend. For example, he rigorously examines these in Part 1:
o How to establish and then sustain a strong and dynamic corporate culture
o Why diversity (broadly defined) is a sound business choice
o Major objectives on an environmental agenda
o "Contributing to a better society" within competitive marketplace(s)
In Part 2 (Chapters 6-11), Dahlvig explains how to achieve differentiation through c0ontrol of the value chain; in Part 3 (Chapters 12-17), he shifts his attention to market leadership and a balanced market portfolio; then in Part 4, he examines a process by which to build for the long term, focusing on financials and the proper role of a CEO throughout that process.
Before concluding his book, Dahlvig reaffirms the importance of a company's purpose: "to fulfill itself, to grow, and develop to the best it can be." That means outstanding performance in several areas that include but are by no means limited to finance.
Change is the only constant in today's global business world and it is certain to occur faster and with greater impact in months and years to come. "The c hanging values in society, the good example set by great entrepreneurs, and the business case for profitability resulting from being a good company are all powerful reasons for change." They are obviously not the only reasons for change but I agree with Anders Dahlvig that they are the most important reasons.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
2 reviews
0 of 1 people found the following review helpful
Outstanding corporate citizenship and outstanding financial performance are NOT mutually-exclusive
23 April 2012
Format:Hardcover
What's in a name?
If the name is Ikea, it tells you who founded the company (Ingvar Kamprad) and the village in Sweden in which he was born and raised (Elmtaryd, Agunnaryd). It is also a name that has become synonymous throughout the world for a wide range of home furnishing self-assembly products as well as stylish but durable accessories of the highest quality.
The title of this review refers to the fact that most of the companies annually ranked among the most highly admired and best to work for are also ranked among those most profitable and having the greatest cap value. In my opinion, that is not a coincidence. As a former president and CEO of IKEA, Anders Dahlvig, explains in this book, global growth enables global social good. Moreover, because global social good is more important to consumers than ever before, those companies who have earned renown for their commitment to it are more likely to thrive. With regard to employees, Dahlvig observes, "I've come to believe most people feel motivated and happy is work has a bigger meaning beyond power, wealth, and other inflated statements." In order words, be associated with, indeed engaged in an organization that is "contributing to a better society."
What specifically are the most important prerequisites for retail companies to deliver true value to society as well as to shareholders? Dahlvig suggests four defining characteristics:
1. A vision with a social ambition combined with a strong value base
2. A business model wherein the product range and price are the main differentiators between you and the competition
3. Market leadership and a balanced global portfolio of markets that defines the company's short- and long-term growth ambitions
4. Company controlled by enlightened and committed owner(s)
It is important to keep in mind Dahlvig's clarification in the Introduction: "The purpose of this book is not to tell the story of Ikea. Instead, my intention is to use Ikea as an example of good corporate citizenship." Throughout his lively and eloquent narrative, Dahlvig shares his insights and recommendations with regard to challenges and issues with which leaders of almost all organizations must now contend. For example, he rigorously examines these in Part 1:
o How to establish and then sustain a strong and dynamic corporate culture
o Why diversity (broadly defined) is a sound business choice
o Major objectives on an environmental agenda
o "Contributing to a better society" within competitive marketplace(s)
In Part 2 (Chapters 6-11), Dahlvig explains how to achieve differentiation through c0ontrol of the value chain; in Part 3 (Chapters 12-17), he shifts his attention to market leadership and a balanced market portfolio; then in Part 4, he examines a process by which to build for the long term, focusing on financials and the proper role of a CEO throughout that process.
Before concluding his book, Dahlvig reaffirms the importance of a company's purpose: "to fulfill itself, to grow, and develop to the best it can be." That means outstanding performance in several areas that include but are by no means limited to finance.
Change is the only constant in today's global business world and it is certain to occur faster and with greater impact in months and years to come. "The c hanging values in society, the good example set by great entrepreneurs, and the business case for profitability resulting from being a good company are all powerful reasons for change." They are obviously not the only reasons for change but I agree with Anders Dahlvig that they are the most important reasons.
If the name is Ikea, it tells you who founded the company (Ingvar Kamprad) and the village in Sweden in which he was born and raised (Elmtaryd, Agunnaryd). It is also a name that has become synonymous throughout the world for a wide range of home furnishing self-assembly products as well as stylish but durable accessories of the highest quality.
The title of this review refers to the fact that most of the companies annually ranked among the most highly admired and best to work for are also ranked among those most profitable and having the greatest cap value. In my opinion, that is not a coincidence. As a former president and CEO of IKEA, Anders Dahlvig, explains in this book, global growth enables global social good. Moreover, because global social good is more important to consumers than ever before, those companies who have earned renown for their commitment to it are more likely to thrive. With regard to employees, Dahlvig observes, "I've come to believe most people feel motivated and happy is work has a bigger meaning beyond power, wealth, and other inflated statements." In order words, be associated with, indeed engaged in an organization that is "contributing to a better society."
What specifically are the most important prerequisites for retail companies to deliver true value to society as well as to shareholders? Dahlvig suggests four defining characteristics:
1. A vision with a social ambition combined with a strong value base
2. A business model wherein the product range and price are the main differentiators between you and the competition
3. Market leadership and a balanced global portfolio of markets that defines the company's short- and long-term growth ambitions
4. Company controlled by enlightened and committed owner(s)
It is important to keep in mind Dahlvig's clarification in the Introduction: "The purpose of this book is not to tell the story of Ikea. Instead, my intention is to use Ikea as an example of good corporate citizenship." Throughout his lively and eloquent narrative, Dahlvig shares his insights and recommendations with regard to challenges and issues with which leaders of almost all organizations must now contend. For example, he rigorously examines these in Part 1:
o How to establish and then sustain a strong and dynamic corporate culture
o Why diversity (broadly defined) is a sound business choice
o Major objectives on an environmental agenda
o "Contributing to a better society" within competitive marketplace(s)
In Part 2 (Chapters 6-11), Dahlvig explains how to achieve differentiation through c0ontrol of the value chain; in Part 3 (Chapters 12-17), he shifts his attention to market leadership and a balanced market portfolio; then in Part 4, he examines a process by which to build for the long term, focusing on financials and the proper role of a CEO throughout that process.
Before concluding his book, Dahlvig reaffirms the importance of a company's purpose: "to fulfill itself, to grow, and develop to the best it can be." That means outstanding performance in several areas that include but are by no means limited to finance.
Change is the only constant in today's global business world and it is certain to occur faster and with greater impact in months and years to come. "The c hanging values in society, the good example set by great entrepreneurs, and the business case for profitability resulting from being a good company are all powerful reasons for change." They are obviously not the only reasons for change but I agree with Anders Dahlvig that they are the most important reasons.
1 of 4 people found the following review helpful
Business book related to global retailing
7 Feb 2012
Format:Hardcover
The IKEA Edge is a book written by Ikea's President and CEO, Anders Dahlvig.
The book has 191 pages and it has been structured in 4 main parts: A vision of social responsibility, Differentiation through control of the value chain, Market leadership and a balanced market portfolio and Building for the long term.
Right from the title and the table of contents it is very clear that this business book is a combination of corporate memories and recommendations for global retailers.
Over the surface of this eclectic proposal, some sections are interesting and enlighten like the need to have social responsibility, the recommendation to motivate through different factors but money, the simple and clear definition of corporate culture ("the way we do things around here"), the proactivity in environmental agenda and the vision of this agenda as something more than a cost.
Certain concepts of this book remain orphan like environmental agenda versus Ikea's low prices or how to use communication skills to make worth environmental actions. Regarding corporate history, it would be great to know more about India and Pakistan child labor crisis. Chapters 3, Diversity, is a little bit naive "Who wants to work for a company that is not considered fair and does not give all people equal opportunities to succeed based on ability" Well, a diverse management does not mean to a talented employee a "fair company", it means a politically correct one.
The book has 191 pages and it has been structured in 4 main parts: A vision of social responsibility, Differentiation through control of the value chain, Market leadership and a balanced market portfolio and Building for the long term.
Right from the title and the table of contents it is very clear that this business book is a combination of corporate memories and recommendations for global retailers.
Over the surface of this eclectic proposal, some sections are interesting and enlighten like the need to have social responsibility, the recommendation to motivate through different factors but money, the simple and clear definition of corporate culture ("the way we do things around here"), the proactivity in environmental agenda and the vision of this agenda as something more than a cost.
Certain concepts of this book remain orphan like environmental agenda versus Ikea's low prices or how to use communication skills to make worth environmental actions. Regarding corporate history, it would be great to know more about India and Pakistan child labor crisis. Chapters 3, Diversity, is a little bit naive "Who wants to work for a company that is not considered fair and does not give all people equal opportunities to succeed based on ability" Well, a diverse management does not mean to a talented employee a "fair company", it means a politically correct one.
Were these reviews helpful?
Let us know
Listmania!
Look for similar items by category
- Books > Business, Finance & Law > Biographies & Histories > Business & Economic History
- Books > Business, Finance & Law > Biographies & Histories > Company Histories
- Books > Business, Finance & Law > Management > Distribution > Retail
- Books > Business, Finance & Law > Management > Management Skills > Decision Making
- Books > Business, Finance & Law > Management > Management Skills > Leadership
- Books > Business, Finance & Law > Reference & Education > Ethics
- Books > Science & Nature > Engineering & Technology > Production, Manufacturing & Operational > Materials & Industries > Furniture
Look for similar items by subject
Feedback
- Would you like to update product info or give feedback on images?
- I am the Author, and I want to comment on my book.
- I am the Publisher, and I want to comment on this book.
|
