IQ Experiment report Editing (Psychology, but easy)
i have IQ experiment report homework. and i need someone who can finish editing, and a bit writing it within 24hours. I will attatch guideline file, my almost finished report file, and also stuff what you need to write based on. So all of info you need to write is in my PPT file, you will write/edit my report file based on the PPT file. You should write sentences based on statistic direction. go check my files ! I finished most of it, so you will just write more sentences where its needed, and finish writing about “Result section.” In Result section, you need to make simple tables as following guideline. If i choose working with you, i will give specific direction again. Thanks for reading this!
Global Strategy
For the exclusrve use of A. Woenardi, 2017.
mam HARVARD’BUSINESS’SCHOOL
Q“
9 – 9 0 6 – 41 4
REV: NOVEMBER 14, 2006
CHRISTOPHER A. BARTLETT
VINCENT DESSAIN
ANDERS SJOMAN
IKEA 5 Global Sourc1ng Challenge:
Ind1an Rugs and Chlld Labor (A)
In May 1995, Marianne Barner faced a tough decision. After just two years with IKEA, the world’s
largest furniture retailer, and less than a year into her job as business area manager for carpets, she
was faced with the decision of cutting off one of the company’s major suppliers of Indian rugs. While
such a move would disrupt supply and affect sales, she found the reasons to do so quite compelling.
A German TV station had just broadcast an investigative report naming the supplier as one that used
child labor in the production of rugs made for IKEA. What frustrated Barner was that, like all other
IKEA suppliers, this large, well-regarded company had recently signed an addendum to its supply
contract explicitly forbidding the use of child labor on pain of termination.
Even more difficult than this short-term decision was the long-term action Barner knew IKEA
must take on this issue. On one hand, she was being urged to sign up to an industry-wide response
to growing concerns about the use of child labor in the Indian carpet industry. A recently formed
partnership of manufacturers, importers, retailers, and Indian nongovernmental organizations
(NGOs) was proposing to issue and monitor the use of ”Rugmark,” a label to be put on carpets
certifying that they were made without child labor. Simultaneously, Barner had been conversing
with people at the Swedish Save the Children organization who were urging IKEA to ensure that its
response to the situation was ”in the best interest of the child”-whatever that might imply. Finally,
there were some who wondered if IKEA should not just leave this hornet’s nest. Indian rugs
accounted for a tiny part of IKEA’s turnover, and to these observers, the time, cost, and reputation
risk posed by continuing this product line seemed not worth the profit potential.
The Birth and Maturing of a Global Company1
To understand IKEA’s operations, one had to understand the philosophy and beliefs of its 70-
year-old founder, Ingvar Kamprad. Despite stepping down as CEO in 1986, almost a decade later,
Kamprad retained the title of honorary chairman and was still very involved in the company’s
activities. Yet perhaps even more powerful than his ongoing presence were his strongly held values
and beliefs, which long ago had been deeply embedded in IKEA’s culture.
Kamprad was 17 years old when he started the mail-order company he called IKEA, a name that
combined his initials with those of his family farm, Elmtaryd, and parish, Agunnaryd, located in the
Professor Christopher A. Bartlett, Executive Director of the HBS Europe Research Center Vincent Dessain, and Research Associate Anders
Sjoman prepared this case. HBS cases are developed solely as the basis for class discussion. Certain details have been disguised. Cases are not
intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.
Copyright © 2006 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,
write Harvard Business School Publishing, Boston, MA 02163, or go to http:/ /www.hbsp.harvard.edu. No part of this publication may be
reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means-electronic, mechanical,
photocopying, recording, or otherwise-without the permission of Harvard Business School.
This document is authorized for use only by Andre Woenardi in Global Strategy – Spring 2017 taught by Dr. Christine EI-Haddad, University of Southern California from January 2017 to July
2017.
Questions :
IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A)
1. How should Marianne Barner respond to the invitation for IKEA to have a representative appear on the upcoming broadcast of the German video program?
2. What actions should she take regarding the IKEA supply contract with Rangan Exports?
3. What long-term strategy would you suggest she take regarding IKEA’s continued operation in India? Should the company stay or should it exit? (Be prepared to describe the impact of such a decision and how you would manage it).
4. For those recommending that IKEA continue to source carpets in India, would you suggest that she:
a. Continue IKEA’s own monitoring and control processes or sign-up to Rugmark?
b. Continue to focus only on eliminating the use of child labor in IKEA’s supply chain or engage in broader action to address the root causes of child labor as Save the Children is urging?
