总而言之,从宜家公司首次考察韩国市场,到在光明市开设第一家韩国分店,花了约整整六年时间。去年12月,宜家用植树而非剪彩来庆祝这家店开业(沿用了宜家传统,而不是韩国习俗)。
The lag was quintessentially Ikean. “They are ferocious about not expanding too rapidly,” says David Marcotte of consulting firm Kantar Retail. But six years? “The more global, the more complex it gets,” replies Mikael Palmquist, the regional manager of retail for Asia Pacific. “We need to get these things right or we will never be taken seriously.”
这种缓慢是典型的宜家风格。零售咨询公司Kantar Retail的戴维o马科特说:“扩张太快会让他们抓狂的。”但至于要花六年吗?宜家亚太区区域零售经理米卡埃尔o帕姆奎斯特表示:“公司越是全球化,业务扩张就越复杂。我们必须行事谨慎,否则客户就永远不会重视我们。”
Even with all that careful planning, Ikea managed to get a few things wrong. It misjudged the number of parking spaces needed, and a seemingly benign map for sale upset some customers: The body of water east of Korea was labeled the Sea of Japan rather than the East Sea, as South Koreans prefer.
即便规划如此周详,宜家还是办错了好几桩事。它错估了实际所需的停车位数量,还有一张看似友好的地图却让不少客户很不舒服:朝鲜东部的海被标注为日本海,而不是韩国人所习称的东海。
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