Ikea Plan for Religious and Recruitment Issues- myassignmenthelp

Question: Discuss about theIkea Plan for Religious and Recruitment Issues. Answer: Recommendations Ikea plan is to penetrate all the important countries wherein it has chances of gaining hits. Nevertheless, the Swedish retailer has chances of hitting a boatload of issues on its venturing of business in Saudi Arabia which is likely to hinder its efforts. As quite rightly inferred by one of the reports, which entitles Saudi Arabian Retail Landscape as an undoubted place of opportunity but with unique challenges (Miska and Pleskova 2016). Ikea seeks to grasp the opportunities flourishing in the Saudi Arabias fast-growing retail market but is being constrained by several challenges like religious, recruitment issues, cultural restrictions and supply chain constraints. Standardization of Ikea product and packaging creates an economy concern for the changed tastes of Saudi Arabias consumers. Ikea as a globalised brand upkeep its pride in providing the same experience as well as their products in all markets. Ikea is immensely popular in Saudi Arabia but not for its low-cost factor rather it is known to appeal to its rich lifestyle, i.e., modern and cosmopolitan far off from the traditional tastes of the gulf. The stereotype is one of the major concerns that have created the environment of concerns for Ikea. In the middle of such catastrophic economic transformation of Saudi Arabia, it resists the challenge of meeting up the talent pool. Education and literacy rate is low due to which the factor of critical and innovative thinking is rare which creates a tough situation for Ikea management to reap the benefits in return for the wages so served. Human resource recruitment and management is particularly criticized and poses challenges intensely demotivated young Saudis (SaadAlawni, RushamiZienYusoff and Al-Matari, 2015). The Nitaqat Program creates an obstruction in addressing the talent shortage problems as this program puts forth Saudi Labour first irrespective of its skills or qualifications. Lastly, the common issue of women equality also creates hindrance as a lot of women in Saudi are highly qualified, but their access remains confined by the rigid division and disparities between the genders. When it comes to localising in a country like Saudi Arabia, which is culturally confined, Ikea is expected to be proactive and not reactive. Activity Resources Required Timeline Person Responsible Innovation Prestigious furniture to attract the traditionalist with exposure to outer world comfort and wealth (Khamis, 2016). 1 months Manager Training and Brainstorming session Highly qualified professionals shall be hired to train Saudi employees. 6 months Senior Managerial Campaigning In order to understand the local market promotions through media can be used to deliver the impact on Saudi Arabias 4 months Marketing Head In order to avoid making any critical errors and successfully meet the action plan, it is important that Ikea uses benchmarking tool to identify and understand the market continuously. The feasibility of current plan and areas of improvement can be identified which shall make ultimately make it easier for optimizing the operational, financial and strategic advantages (Stahl et al., 2016). Moreover, the performance evaluation from time to time can help in framing a systematic discipline of adopting the best practices and implementing crucial results. References Miska, C. and Pleskova, M., 2016. IKEAs ethical controversies in Saudi Arabia. InIntercultural Management: A Case-Based Approach to Achieving Complementarity and Synergy(pp. 120-133). New York, NY: Palgrave Macmillan. Khamis, S., 2016. Brand IKEA in a Global Cultural Economy: A Case Study.Consumer Culture: Selected Essays. SaadAlawni, M., RushamiZienYusoff, A.K.A.S. and Al-Matari, E.M., 2015. The Relationship between Information Communications Technology, Prior Experience and Customer Loyalty in Saudi Arabia Insurance Industry Companies.Global Journal of Management And Business Research. Stahl, G.K., Miska, C., Puffer, S.M. and McCarthy, D.J., 2016. Responsible Global Leadership in Emerging Markets. InAdvances in Global Leadership(pp. 79-106). Emerald Group Publishing Limited.