sustainability at IKEA Group Analysis

 Throughout this study case, we'll look at how IKEA is following a new growth plan that began in late 2012, with the goal of doubling net sales to 50 billion euros by 2020. Steve Howard, IKEA's Chief Sustainability Officer, saw an opportunity to modify the company's path in order to achieve sustainability while simultaneously achieving significant growth. During this time, IKEA launched its "People & Planet Friendly" campaign, which aimed to change the company's value, from raw resources sourcing to the lifestyles of its customers. The effort resulted in IKEA purchasing sustainable wood while keeping item costs and transport to a minimum (Rangan, 2017). In order to help establish the underlying needs for regulated working conditions, regulations, and environmental conservation, the company went public with IWAY, a new sustainable approach of gathering wood. Howard's quest didn't end there because he wanted to incorporate sustainability into IKEA's basic core business operations in order to maintain the company's ambitious growth. IKEA has four alternative possibilities for keeping its competitive advantages while being sustainable. First, IKEA could either own more forest, as the firm now leases about 1.24 million acres in Russia, or they could replicate their foresting technique in a few nations across the world by leading more land. The second alternative is for IKEA to set higher procurement targets and tougher criteria by implementing an FSC- certified wood program, which would increase material availability and a predicted rate for more sustainable sources. Third, considerable amounts of particle board are used to reduce the global use of wood. When compared to solid wood, particle board made from a single tree pales in comparison. Because particle board has lighter qualities, it is easier to carry the