IKEA’s vision states they wish to “Create a better everyday life for the many people” (IKEA, no datea, para. 3), aligning with their corporate objective to offer low price practical products. A new product aligned with this vision is a durable wardrobe that can be easily assembled and dismantled, see appendices table 1. By being easily dismantled the product becomes more practical, creating a better life for consumers by being safer and transportable, creating the opportunity to move it between properties. By being more sustainable the product also emphasises creating a better life for people, limiting the company’s carbon footprint and wood consumption to improve future generations living conditions. The product will remain aligned with IKEA’s low-price strategy by being priced lower than competitors, but will be higher than IKEA’s current wardrobes.
宜家的愿景声明他们希望“为许多人创造更好的日常生活”（宜家，无日期，段落 3），这与他们提供低价实用产品的企业目标相一致。与这一愿景相符的新产品是一款耐用的衣柜，易于组装和拆卸，见附录表 1。通过易于拆卸，该产品变得更加实用，为消费者创造了更安全和可运输的生活，提供了在不同物业之间移动的机会。通过更加可持续，该产品也强调了为人们创造更好生活的理念，限制公司的碳足迹和木材消耗，以改善未来几代人的生活条件。该产品将通过定价低于竞争对手而继续与宜家的低价战略保持一致，但价格将高于宜家目前的衣柜。

Key opportunities were identified through a PESTEL analysis, see appendices table 2, the most important being the rent trap. The average number of properties rented in the UK over a lifetime is three (Your Move, 2019) with high house prices often preventing property purchases (MarketLine, 2020a). By having a wardrobe that can be easily dismantled, consumers could move the product between rental properties. This prevents waste and reduces the amount of raw material used making new wardrobes (IKEA, 2021a). IKEA’s weaknesses and threats, however, are highlighted within a SWOT analysis, see table 3 in the appendices.
通过 PESTEL 分析识别出关键机会，见附录表 2，最重要的是租赁陷阱。在英国，终生租赁的平均房产数量为三处（Your Move，2019），高房价常常阻碍房产购买（MarketLine，2020a）。通过拥有一个可以轻松拆卸的衣柜，消费者可以在租赁物业之间移动该产品。这可以防止浪费并减少制造新衣柜所需的原材料（IKEA，2021a）。然而，IKEA 的弱点和威胁在 SWOT 分析中得到了强调，见附录表 3。

One weakness is balancing low-prices and quality (IKEA, no dateb) which is concerning because quality is of primary concern to consumers (MarketLine, 2020a) whilst low prices are the key contributor to brand choice (Mintel, 2019). One threat is the introduction of furniture by Amazon, who offer flat-packed furniture at high and low-price points (MarketLine, 2020a). Furthermore, Amazon, and IKEA’s rival Argos, are the first and second most popular online stores in the UK (Statista, 2022a). IKEA offers low-cost furniture, and only twenty-two percent of their sales are made using their website (IKEA, 2022a), highlighting the threat from competitors, but also an opportunity to increase online sales. The aim of new product is to help IKEA meet three objectives in three years’ time.
一个弱点是平衡低价格和质量（宜家，未注明日期），这令人担忧，因为质量是消费者的主要关注点（MarketLine，2020a），而低价格是品牌选择的关键因素（Mintel，2019）。一个威胁是亚马逊推出的家具，他们提供高低价位的平板家具（MarketLine，2020a）。此外，亚马逊和宜家的竞争对手 Argos 是英国最受欢迎的在线商店，排名第一和第二（Statista，2022a）。宜家提供低价家具，只有 22%的销售是通过他们的网站进行的（宜家，2022a），这突显了来自竞争对手的威胁，但也为增加在线销售提供了机会。新产品的目标是帮助宜家在三年内实现三个目标。

The average time individuals aged below forty-four intend to rent is three years (Your Move, 2019), meaning that in three years’ time, the advantages of being able to
年龄在四十四岁以下的个人计划租房的平均时间为三年（Your Move，2019），这意味着在三年后，能够享有的优势
dismantle the wardrobe should be evidenced. The first objective is to reduce the amount of wood used in manufacturing by ten percent, this would reduce wood use back to IKEA’s 2020 level (IKEA, 2021b).
拆解衣柜应有证据支持。第一个目标是将制造过程中使用的木材减少百分之十，这将使木材使用量回到宜家 2020 年的水平（宜家，2021b）。

The second objective is to increase customer loyalty, with evidence suggesting that a company’s commitment to sustainability increases brand loyalty (Kim and Hall, 2020). In increasing loyalty, customers will return to IKEA to buy various products regularly, whilst apostles will act to acquire new customers for IKEA. This will also help to attain the final objective, to increase gross profit to its 2021 level, $\pounds 4478$$\pounds 4478$£4478£ 4478 Million (IKEA, 2022b). To achieve these objectives, a meaningful target market has been identified.
第二个目标是提高客户忠诚度，证据表明，公司的可持续发展承诺会增加品牌忠诚度（Kim 和 Hall，2020）。在提高忠诚度方面，客户将定期回到宜家购买各种产品，而倡导者将积极吸引新客户到宜家。这也将有助于实现最终目标，即将毛利润提高到 2021 年的水平， $\pounds 4478$$\pounds 4478$£4478£ 4478 百万（宜家，2022b）。为了实现这些目标，已确定了一个有意义的目标市场。

Europe is IKEA’s biggest market, whilst rental rates are highest in the UK and Germany (MarketLine, 2020a). Furthermore, Amazon does not yet offer its wardrobes to these countries, highlighting a market opening (MarketLine, 2020b). As one of the largest buyers of wardrobes (Mintel, 2022) and being most likely to be caught in the rent trap (MarketLine, 2020b) consumers aged 25-34 are a meaningful target segment. An example persona would be a career-driven female based in London, being the UK’s biggest market for rentals (MarketLine, 2022) whilst over half of IKEA customers are female (Statista, 2022a). Professional individuals living alone would need flexibility, and potentially have unused income (Your Move, 2019) that would allow for a higher furniture price, contributing to the gross profit objective.
欧洲是宜家的最大市场，而英国和德国的租金最高（MarketLine, 2020a）。此外，亚马逊尚未在这些国家提供衣柜，突显了市场机会（MarketLine, 2020b）。作为最大的衣柜买家之一（Mintel, 2022），并且最有可能陷入租金陷阱（MarketLine, 2020b），25-34 岁的消费者是一个重要的目标细分市场。一个典型的人物角色可能是一个在伦敦工作的职业女性，伦敦是英国最大的租赁市场（MarketLine, 2022），而超过一半的宜家顾客是女性（Statista, 2022a）。独自生活的专业人士需要灵活性，并且可能有未使用的收入（Your Move, 2019），这将允许他们支付更高的家具价格，从而有助于实现毛利润目标。

The pain point for this market would be the wardrobe’s limited customizability that comes with simple diss-assembly. However, the key element is that the wardrobe is practical, acting as storage and being transportable, being differentiated by this, sustainability and its low price. This would place IKEA in the currently vacant strategic position of high quality at a low price relative to competitors, increasing customer loyalty.
该市场的痛点在于衣柜的有限定制性，这与简单的拆卸有关。然而，关键因素在于衣柜的实用性，既可以作为储物空间，又便于运输，因而在这一点上、可持续性以及低价格上有所区别。这将使宜家在相对于竞争对手的低价高质量的战略位置上占据目前的空缺，从而提高客户忠诚度。

In terms of touchpoints, seventy-five percent of IKEA sales are made in-store (IKEA, 2022a). However, because social media is most popular with those aged below thirty (Euromonitor International, 2022a), digital communication may have prompted the visit. One issue with in-store purchases is consumers may not be able to immediately detect the wardrobe’s advantages, meaning the moment of truth would take place when interacting with the customer assistants. This does, however,
在接触点方面，宜家的销售中有百分之七十五是在店内完成的（宜家，2022a）。然而，由于社交媒体在三十岁以下的人群中最受欢迎（欧睿国际，2022a），数字沟通可能促使了顾客的到访。店内购买的一个问题是，消费者可能无法立即察觉衣橱的优势，这意味着与客服人员互动时才是关键时刻。然而，这确实
demonstrate a strength of digital communication as the characteristics can be clearly advertised.
展示了数字通信的一个优势，因为其特征可以被清晰地宣传。

The core of the product is its storage space, whilst the actual product is an aesthetic addition to home design that can be self-assembled. The augmented product is a better-quality wardrobe than IKEA’s standard line, using durable materials and simple assembly mechanisms for safe and effective transportation. Its potential benefits lie in its sustainability, with its long life and increased chance of refurbishment should the consumer choose (Hooley et al. 2020, p. 263). This increased sustainability should help the company reduce wood consumption and increase customer loyalty. The use of self-assembly also forms value co-creation between IKEA and the consumer.
产品的核心是其存储空间，而实际产品则是可以自我组装的美学家居设计的附加品。增强型产品是一款比宜家标准系列更高质量的衣柜，采用耐用材料和简单的组装机制，便于安全有效地运输。其潜在的好处在于可持续性，具有较长的使用寿命，并且如果消费者选择的话，增加了翻新的可能性（Hooley et al. 2020, p. 263）。这种增强的可持续性应有助于公司减少木材消耗并提高客户忠诚度。自我组装的使用也在宜家与消费者之间形成了价值共创。

By building the wardrobe, consumers can have a unique experience, forming value themselves (Prahalad and Ramaswamy, 2004). This also applies to the wardrobe’s end of life, IKEA’s design may increase its lifespan but consumers have a role in taking advantage of this (Wikström, 1996). There are motivations to drive the consumers to create this value, one is removing the cost of hiring an assembly team (Etgar, 2008), and a second being the accomplishment felt (Wikström, 1996).
通过组装衣柜，消费者可以获得独特的体验，自我形成价值（Prahalad 和 Ramaswamy，2004）。这同样适用于衣柜的生命周期结束，宜家的设计可能会延长其使用寿命，但消费者在利用这一点上也扮演着重要角色（Wikström，1996）。驱动消费者创造这种价值的动机有两个，一个是消除雇佣组装团队的成本（Etgar，2008），另一个是所感受到的成就感（Wikström，1996）。

One argument against co-creation is that time is valuable, meaning building the wardrobe reflects consumer costs, reducing consumer willingness to partake (Etgar, 2008). This also limits the wardrobe’s sustainability possibilities, as consumers need to spend time transporting the wardrobe (Wikström, 1996).
反对共同创造的一个论点是时间是宝贵的，这意味着构建衣橱反映了消费者的成本，从而降低了消费者参与的意愿（Etgar, 2008）。这也限制了衣橱的可持续性可能性，因为消费者需要花时间运输衣橱（Wikström, 1996）。

The budget for communication is limited to a certain extent to avoid subtracting significantly from gross profit. This is justified by evidence suggesting that judgements made regarding communication expenditure do not increase perceptions of product quality (Buil, de Chernatony and Martínez, 2013). Therefore, the budget would be calculated using a small sales percentage. According to virality research (Berger and Milkman, 2012), the message sent in this communication should be positive and eye-catching whilst also being informative.
沟通预算在一定程度上是有限的，以避免对毛利润产生显著影响。这一点得到了证据的支持，表明关于沟通支出的判断并不会提高对产品质量的感知（Buil, de Chernatony 和 Martínez, 2013）。因此，预算将使用一个较小的销售百分比进行计算。根据病毒传播研究（Berger 和 Milkman, 2012），此沟通中发送的信息应当是积极且引人注目的，同时也要具有信息性。

This positivity aligns with IKEA’s branding, using bright blue and yellow to create the perception of optimism, whilst their values spread positivity (IKEA, no datec). The message will be informative about the wardrobe’s low price, easy transportation and sustainability. By emphasising sustainability, this may also be effective in increasing customer loyalty. Due to the significant number of website visitors (4.3 Billion in 2021) IKEA receives (IKEA, 2022c) the message will be directed through IKEAowned channels.
这种积极性与宜家的品牌形象相一致，使用明亮的蓝色和黄色来营造乐观的感知，同时他们的价值观传播积极性（宜家，无日期）。信息将传达衣柜的低价格、便捷运输和可持续性。通过强调可持续性，这也可能有效地提高客户忠诚度。由于宜家在 2021 年接收到的网页访问量达到 43 亿（宜家，2022 年），信息将通过宜家自有渠道进行传播。

One way to do this would be creating blog posts about the wardrobe, permitting users to leave reviews. This allows IKEA to control the message whilst measuring engagement, for example, through the number of website visitors who purchase items (Chaffey and Ellis-Chadwick, 2016, p. 191). One limitation of reviews, however, is questions over their authenticity, for example, competitors could leave counterfeit negative reviews that affect purchase rates. This can be limited by IKEA, however, by only allowing reviews to be left after a purchase (Mayzlin, Dover and Chevalier, 2014). Because the product is an improvement of current IKEA products, by using owned channels IKEA can retain customers (Chaffey and Ellis-Chadwick, 2016, p. 181), but to acquire new customers social media may be more effective.
一种方法是创建关于衣橱的博客文章，允许用户留下评论。这使得宜家能够控制信息，同时衡量参与度，例如，通过购买商品的网站访客数量（Chaffey 和 Ellis-Chadwick，2016，第 191 页）。然而，评论的一个局限性是对其真实性的质疑，例如，竞争对手可能会留下虚假的负面评论，从而影响购买率。然而，宜家可以通过仅在购买后允许留下评论来限制这一点（Mayzlin、Dover 和 Chevalier，2014）。由于该产品是对当前宜家产品的改进，通过使用自有渠道，宜家可以留住客户（Chaffey 和 Ellis-Chadwick，2016，第 181 页），但为了获取新客户，社交媒体可能更有效。

Social media should be used due to its popularity among the target audience (Euromonitor International, 2022a), and to take advantage of network effects due to options to share content (Berger and Milkman, 2012) which would increase referrals from loyal customers. This also allows interaction, giving consumers the opportunity to ask questions regarding the wardrobe. A key advantage is by using posts that naturally emerge from consumers, costs can remain low, and different platforms analytical facilities can allow the assessment of a post’s effectiveness (Chaffey and Ellis-Chadwick, 2016, p. 225).
社交媒体应当被使用，因为它在目标受众中非常受欢迎（Euromonitor International, 2022a），并且可以利用分享内容的网络效应（Berger and Milkman, 2012），这将增加忠实客户的推荐。这也允许互动，使消费者有机会询问有关衣橱的问题。一个关键的优势是，通过使用自然产生的消费者帖子，成本可以保持低廉，而不同平台的分析功能可以评估帖子的有效性（Chaffey and Ellis-Chadwick, 2016, p. 225）。

A consumer’s judgement of value from purchasing the wardrobe should outweigh the costs (Hooley et al. 2020, p. 268). The value the product offers consists primarily of performance features, being an aesthetic storage feature that can be assembled and diss-assembled. This adds economic value as no labour is purchased for installation and the wardrobe’s lifespan should be longer lasting. However, these benefits also come with costs, such as the time taken to build the wardrobe and exertion of
消费者对购买衣柜的价值判断应超过成本（Hooley et al. 2020, p. 268）。该产品所提供的价值主要由性能特征构成，作为一种美观的储物功能，可以组装和拆卸。这增加了经济价值，因为安装不需要购买劳动力，衣柜的使用寿命应该更长。然而，这些好处也伴随着成本，例如组装衣柜所需的时间和精力。
physical effort, risking being exploited to save IKEA money (Cova, Dalli and Zwick, 2011). This is arguably countered by the environmental value offered, lasting longer and therefore being more sustainable, which contributes to IKEA’s decreased wood usage and loyalty objectives. However, monetary costs should also be considered.
身体努力，冒着被剥削以节省宜家资金的风险（Cova, Dalli 和 Zwick, 2011）。可以说，这与所提供的环境价值相对立，后者使用寿命更长，因此更具可持续性，这有助于宜家减少木材使用和忠诚度目标。然而，货币成本也应予以考虑。

The target segment is primarily motivated by low prices (Mintel, 2019) but also has an interest in quality (MarketLine, 2020a). Therefore, to increase the company’s gross profit, prices that are high for IKEA but low relative to competitors will be offered, which will increase product quality. The effectiveness of this strategy is highlighted by evidence suggesting that there is no association between low profit and low prices. Despite offering prices lower than competitors, profits can be gained by offering customers what they are looking for (Sharp and Dawes, 2001), this, overall, sets IKEA’s pricing methods as a low-price supplier (Rao and Kartono, 2009). The demand for this wardrobe could also be influenced by price sensitivity.
目标细分市场主要受到低价格的驱动（Mintel, 2019），但也对质量有兴趣（MarketLine, 2020a）。因此，为了提高公司的毛利润，将提供对宜家来说价格较高但相对于竞争对手较低的价格，这将提高产品质量。这一策略的有效性得到了证据的支持，表明低利润与低价格之间没有关联。尽管提供的价格低于竞争对手，但通过提供客户所需的产品仍然可以获得利润（Sharp 和 Dawes, 2001），总体而言，这使得宜家的定价方法被视为低价供应商（Rao 和 Kartono, 2009）。对这种衣柜的需求也可能受到价格敏感性的影响。

With rising inflation rates following the Russian and Ukrainian conflict (MarketLine, 2022), and economic impacts of the COVID-19 pandemic, consumers in all countries have reduced spending on goods considered non-essential (MarketLine, 2021a). Consumer sensitivity to pricing has risen as a result of this, and due to wardrobes being an occasional non-essential purchase, this may have negative repercussions for demand, especially considering the price increase relative to other IKEA products (MarketLine, 2020b). Despite this, the wardrobe’s longer life will reduce consumer spending in the long-term, and the wardrobe will remain low priced in contrast to higher prices competitors, which should have a positive influence on demand.
随着俄罗斯和乌克兰冲突后通货膨胀率的上升（MarketLine, 2022），以及新冠疫情的经济影响，各国消费者已减少对被视为非必需品的商品支出（MarketLine, 2021a）。消费者对价格的敏感性因此上升，而由于衣柜是偶尔的非必需品，这可能对需求产生负面影响，特别是考虑到与其他宜家产品相比的价格上涨（MarketLine, 2020b）。尽管如此，衣柜的较长使用寿命将减少消费者的长期支出，并且与竞争对手的高价相比，衣柜仍将保持低价，这应对需求产生积极影响。

Currently, seventy-five percent of IKEA’s sales transactions occur in stores (IKEA, 2022a) highlighting the success of this sales strategy. The stores’ unique layout allows a pre-planned path for the customer, passing a large number of display products whilst creating an enjoyable customer experience. Furthermore, because the foot traffic flows in one direction and sections are problematic to revisit, the likelihood of customers adding products to their carts increases (BBC, 2018). This causes the endowment effect.
目前，宜家的销售交易中有百分之七十五发生在门店（宜家，2022a），这突显了该销售策略的成功。门店独特的布局为顾客提供了一条预先规划的路径，经过大量展示产品，同时创造了愉悦的顾客体验。此外，由于人流单向流动且某些区域难以回访，顾客将产品添加到购物车的可能性增加（BBC，2018）。这导致了赋值效应。

This theorises that consumers become more likely to buy a product when it is currently in their possession because the value appraised is increased (Shu and
这理论认为，当消费者当前拥有某个产品时，他们更有可能购买该产品，因为评估的价值增加了（Shu 和

Peck, 2011). For the wardrobe, once a customer has seen it on display and made physical contact, the judged value should increase, which is reinforced by pressure to select a wardrobe as they are difficult to revisit in the store.
佩克，2011）。对于衣橱，一旦顾客看到展示并进行了实物接触，评估的价值应该会增加，这种价值的提升受到选择衣橱的压力的强化，因为在商店中很难再次查看。

Despite these benefits, sales focus should be split evenly between in-store and online. Due to the online sale opportunities previously identified, and the significant presence of online competitors, online sales could be increased. This would increase convenience and decrease time costs for consumers (Hooley et al. 2020 p. 316). Furthermore, with the proposed strategic focus on digital advertising, and the ability to clearly explain the product’s key features online, the customer journey to online sales should be smooth. Websites can also act to complement physical stores (Hooley et al. 2020, p. 316), allowing browsing before visits which would be cohesive with the target segment’s digital habits (Euromonitor International, 2022a). By offering multiple sales channels, customer loyalty should increase as a result of convenience, offering sustainable products to a large number of people, increasing the chances of sales and, therefore, gross profit. To please these potential consumers, IKEA works in a franchising system (IKEA, no dated).
尽管有这些好处，销售重点应在实体店和在线之间均匀分配。由于之前识别出的在线销售机会以及在线竞争对手的显著存在，在线销售可以增加。这将提高消费者的便利性并降低时间成本（Hooley et al. 2020，第 316 页）。此外，随着提议的数字广告战略重点，以及能够清晰地在线解释产品的关键特性，客户的在线销售旅程应该是顺畅的。网站还可以作为实体店的补充（Hooley et al. 2020，第 316 页），允许在访问之前进行浏览，这与目标细分市场的数字习惯相一致（Euromonitor International, 2022a）。通过提供多种销售渠道，客户忠诚度应因便利性而增加，向大量人群提供可持续产品，增加销售机会，从而提高毛利润。为了满足这些潜在消费者，宜家采用特许经营系统（宜家，无日期）。

These franchisees provide significant value by accessing different geographical areas, using their understanding of culture within the market to expand IKEA internationally (IKEA, no datee). This has positive repercussions, increasing gross profit through sales, increasing customer loyalty by offering appropriate products, and offering sustainable products to more people. These intermediaries are encouraged by financial incentives by receiving a sales cut (IKEA, 2022a) whilst having involvement in new product design and production (IKEA, no dated).
这些特许经营商通过进入不同的地理区域，利用对市场文化的理解来推动宜家国际化，从而提供了显著的价值（宜家，未注明日期）。这带来了积极的影响，通过销售增加毛利润，通过提供合适的产品提高客户忠诚度，并向更多人提供可持续产品。这些中介通过获得销售提成（宜家，2022a）而受到财务激励，同时参与新产品的设计和生产（宜家，未注明日期）。

The objectives were created to promote IKEA’s business idea, reducing wood consumption to make people’s everyday lives better, increasing customer loyalty by offering affordable and practical furniture, whilst also improving gross profit to make these things possible. The strategy used to achieve these objectives is the release of a wardrobe, using a consumer-centric strategy to market it. The strategies implementation will take place over two years, see figure 1, with the most significant time allocation given to the product design, allowing time to create effective assembly mechanisms to increase customer satisfaction and sustainability potential.
目标旨在促进宜家的商业理念，减少木材消耗，以改善人们的日常生活，通过提供经济实惠且实用的家具来提高客户忠诚度，同时改善毛利以使这些目标得以实现。实现这些目标的策略是推出一款衣柜，采用以消费者为中心的策略进行市场营销。该策略的实施将在两年内进行，见图 1，产品设计将占用最多的时间，以便有时间创建有效的组装机制，以提高客户满意度和可持续性潜力。

Figure 1: Gantt Chart.
图 1：甘特图。

To ensure these objectives remain realistic throughout strategic implementation, key performance indicators will be used.
为了确保这些目标在战略实施过程中保持现实， 将使用关键绩效指标。

The first objective, a reduction in wood consumption, will be measured using the cannibalisation rate. This calculates the reduction in sales of IKEA’s previous wardrobes, as a percentage of the number of sales the new wardrobe makes (Hooley et al. 2020, p. 330). This would investigate whether fewer shorter-life wardrobes are being sold due to the new product release, which would reduce wood consumption in the long term.
第一个目标是减少木材消耗，将通过自我替代率来衡量。这一指标计算的是宜家之前衣柜的销售减少量，占新衣柜销售数量的百分比（Hooley et al. 2020, p. 330）。这将调查由于新产品发布，是否销售了更少的短生命周期衣柜，从而在长期内减少木材消耗。

The second objective, increasing customer loyalty, would be estimated using Customer Lifetime Value (Chaffey and Ellis-Chadwick, 2016, p. 238). By increasing customer loyalty, customers should return to buy other IKEA products, so the potential monetary value earnt from these customers’ visits can be estimated. This metric should, however, be subjected to the truth test because although customer behaviour may appear loyal, they may be unsatisfied but return to IKEA due to the low prices.
第二个目标是提高客户忠诚度，这将通过客户终身价值来估算（Chaffey 和 Ellis-Chadwick, 2016, 第 238 页）。通过提高客户忠诚度，客户应该会回购其他宜家产品，因此可以估算这些客户访问所带来的潜在货币价值。然而，这一指标应接受真实性检验，因为尽管客户行为看似忠诚，他们可能并不满意，但由于低价而选择回到宜家。

The final objective, increasing gross profit, can in its most basic form be calculated by comparing year-end gross profit to previous years (Chaffey and Ellis-Chadwick, 2016, p. 207). However, the effectiveness of the product pricing that contributes to this objective can be calculated using a price premium. The proposed strategy aims to price the wardrobe below the market average, therefore, this metric can ensure this remains the case.
最终目标，即增加毛利润，可以通过将年末毛利润与前几年的毛利润进行比较来最基本地计算（Chaffey 和 Ellis-Chadwick，2016，第 207 页）。然而，贡献于这一目标的产品定价的有效性可以通过价格溢价来计算。所提出的策略旨在将衣柜的定价低于市场平均水平，因此，这一指标可以确保这一点。

Contingencies will be in place if these metrics detect abnormalities, one such problem could be a low increase in gross profit with little demand for the new
如果这些指标检测到异常，将会采取应急措施，其中一个问题可能是毛利润的低增长以及对新产品的需求很少
wardrobe. An alteration could be to broaden the target market, increasing the targeted age group which will in turn increase wage averages (Euromonitor International, 2022b) to make the wardrobe more affordable. A further option would be to increase the marketing budget, investing heavily in social media promotion to increase product awareness.
衣橱。一个改动可以是扩大目标市场，增加目标年龄组，这将反过来提高工资平均水平（Euromonitor International, 2022b），使衣橱更具可负担性。另一个选择是增加营销预算，大力投资于社交媒体推广，以提高产品知名度。

BBC (2018) How Ikea’s shop layout influences what you buy. Available at: https://www.bbc.com/worklife/article/20180201-how-ikea-has-changed-the-wayweshop (Accessed: 30 November 2022).
BBC（2018）宜家的商店布局如何影响你的购买。可在以下网址获取：https://www.bbc.com/worklife/article/20180201-how-ikea-has-changed-the-wayweshop（访问日期：2022 年 11 月 30 日）。

Berger, J. and Milkman, K. L. (2012) ‘What makes online content viral?’, Journal of Marketing Research, 49(2), pp. 192-205. Available at: https://doi.org/10.1509/jmr.10.0353
伯杰，J. 和 米尔克曼，K. L. (2012) ‘什么使在线内容变得病毒式传播？’，市场营销研究杂志，49(2)，第 192-205 页。可在以下网址获取：https://doi.org/10.1509/jmr.10.0353

Buil, I., De Chernatony, L. and Martínez, E. (2013) ‘Examining the role of advertising and sales promotions in brand equity creation’, Journal of Business Research, 66(1), pp. 115-122. Available at: https://doi.org/10.1016/j.jbusres.2011.07.030
Buil, I., De Chernatony, L. 和 Martínez, E. (2013) ‘考察广告和促销在品牌资产创造中的作用’，《商业研究杂志》，66(1)，第 115-122 页。可在以下网址获取：https://doi.org/10.1016/j.jbusres.2011.07.030

Chaffey, D. and Ellis-Chadwick, F. (2016) Digital Marketing Strategy. Harlow: Pearson Education, Limited.
查菲，D. 和 埃利斯-查德威克，F. (2016) 《数字营销策略》。哈洛：培生教育有限公司。

Cova, B., Dalli, D. and Zwick, D. (2011) ‘Critical perspectives on consumers’ role as ‘producers’: Broadening the debate on value co-creation in marketing processes’, Marketing Theory, 11(3), pp. 231-241. Available at: https://doi.org/10.1177/1470593111408171
Cova, B., Dalli, D. 和 Zwick, D. (2011) ‘消费者作为“生产者”的批判视角：拓宽市场营销过程中价值共创的讨论’，市场营销理论, 11(3), 页 231-241. 可在以下网址获取： https://doi.org/10.1177/1470593111408171

Etgar, M. (2008) ‘A descriptive model of the consumer co-production process’, Journal of the Academy of Marketing Science, 36(1), pp. 97-108. Available at: https://doi.org/10.1007/s11747-007-0061-1
Etgar, M. (2008) ‘消费者共同生产过程的描述性模型’，《市场营销科学学报》，36(1)，第 97-108 页。可在以下网址获取：https://doi.org/10.1007/s11747-007-0061-1

Euromonitor International (2022a) Digital Disruptors: The Global Competitive Landscape of Social Media. Available at: https://www-portal-euromonitorcom.ezphost.dur.ac.uk/portal/Analysis/Tab (Accessed: 25 November 2022).
Euromonitor International (2022a) 数字颠覆者：社交媒体的全球竞争格局。可在以下网址获取：https://www-portal-euromonitorcom.ezphost.dur.ac.uk/portal/Analysis/Tab（访问日期：2022 年 11 月 25 日）。

Euromonitor International (2022b) Global Income and Expenditure Trends. Available at: https://www-portal-euromonitor-com.ezphost.dur.ac.uk/portal/analysis/tab (Accessed: 30 November 2022).
Euromonitor International (2022b) 全球收入和支出趋势。可在以下网址获取：https://www-portal-euromonitor-com.ezphost.dur.ac.uk/portal/analysis/tab（访问日期：2022 年 11 月 30 日）。

Hooley, G. J. et al. (2020) Marketing Strategy and Competitive Positioning. 7th edn. Harlow: Pearson Education, Limited.
胡利，G. J. 等（2020）《市场营销策略与竞争定位》。第 7 版。哈洛：培生教育有限公司。

IKEA (2021a) The climate footprint across the IKEA value chain. Available at: https://about.ikea.com/en/sustainability/value-chain-climate-footprint (Accessed: 19 November 2022).
宜家（2021a）宜家价值链的气候足迹。可在以下网址获取：https://about.ikea.com/en/sustainability/value-chain-climate-footprint（访问日期：2022 年 11 月 19 日）。

IKEA (2021b) Highlights from the IKEA Sustainability Report FY21. Available at: https://about.ikea.com/en/sustainability/sustainability-report-highlights (Accessed: 20 November 2022).
宜家（2021b）《宜家可持续发展报告 FY21》亮点。可在以下网址获取：https://about.ikea.com/en/sustainability/sustainability-report-highlights（访问日期：2022 年 11 月 20 日）。

IKEA (2021c) Renewed IKEA and WWF partnership to accelerate action to enhance biodiversity. Available at: https://about.ikea.com/en/newsroom/2021/05/12/renewed-ikea-and-wwf-partnership-to-accelerate-action-to-enhance-biodiversity (Accessed: 19 November 2022).
宜家（2021c）与世界自然基金会（WWF）续签合作伙伴关系，以加速增强生物多样性的行动。可在以下网址获取：https://about.ikea.com/en/newsroom/2021/05/12/renewed-ikea-and-wwf-partnership-to-accelerate-action-to-enhance-biodiversity（访问日期：2022 年 11 月 19 日）。

IKEA (2022a) Inter IKEA Group FY22 year in review. Available at: https://www.inter.ikea.com/en/performance/fy22-year-in-review (Accessed: 21 November 2022).
宜家（2022a）Inter IKEA Group 2022 财年回顾。可在以下网址获取：https://www.inter.ikea.com/en/performance/fy22-year-in-review（访问日期：2022 年 11 月 21 日）。

IKEA (2022b) Inter IKEA Group balance sheet. Available at:
宜家（2022b）Inter IKEA Group 资产负债表。可在以下网址获取：
https://www.inter.ikea.com/en/performance/fy22-balance-sheet (Accessed: 25 November 2022).
https://www.inter.ikea.com/en/performance/fy22-balance-sheet （访问日期：2022 年 11 月 25 日）。

IKEA (2022c) IKEA continues to grow in a challenging business environment. Available at: https://about.ikea.com/en/newsroom/2022/10/13/ikea-continues-to-grow-in-a-challenging-business-environment (Accessed: 23 November 2022).
宜家（2022c）在充满挑战的商业环境中持续增长。可在以下网址获取：https://about.ikea.com/en/newsroom/2022/10/13/ikea-continues-to-grow-in-a-challenging-business-environment（访问时间：2022 年 11 月 23 日）。

IKEA (no datea) The IKEA vision and values. Available at:
宜家（无日期）宜家的愿景与价值观。可在以下网址获取：
https://www.ikea.com/gb/en/this-is-ikea/about-us/the-ikea-vision-and-valuespub9aa779d0#: :text=%E2%80%9CTo%20create%20a%20better%20everyday,mor e%20sustainable%20life%20at%20home. (Accessed: 19 November 2022).
“创造更美好的日常生活，为更多人创造更可持续的家庭生活。”

IKEA (no dateb) IKEA culture and values. Available at:
宜家（无日期）宜家的文化与价值观。可在：
https://about.ikea.com/en/about-us/ikea-culture-and-values (Accessed: 19 November 2022).
https://about.ikea.com/en/about-us/ikea-culture-and-values （访问日期：2022 年 11 月 19 日）。

IKEA (no datec) The IKEA logo - history and design. Available at: https://www.ikea.com/ph/en/this-is-ikea/about-us/the-ikea-logo-history-and-designpub55d85f50 (Accessed: 19 November 2022).
宜家（无日期）宜家标志 - 历史与设计。可在以下网址获取：https://www.ikea.com/ph/en/this-is-ikea/about-us/the-ikea-logo-history-and-designpub55d85f50（访问日期：2022 年 11 月 19 日）。

IKEA (no dated) One brand, many companies - the IKEA franchise system. Available at: https://www.inter.ikea.com/en/this-is-inter-ikea-group/the-ikea-franchisesystem (Accessed: 25 November 2022).
宜家（无日期）一个品牌，多家公司 - 宜家特许经营系统。可在以下网址获取：https://www.inter.ikea.com/en/this-is-inter-ikea-group/the-ikea-franchisesystem（访问日期：2022 年 11 月 25 日）。

IKEA (no datee) What’s it like to be an IKEA franchisee?. Available at:
宜家（无日期）成为宜家特许经营者是什么感觉？可在以下网址获取：
https://about.ikea.com/en/work-with-us/what-is-it-like-to-be-an-ikea-franchisee (Accessed: 26 November 2022).
https://about.ikea.com/en/work-with-us/what-is-it-like-to-be-an-ikea-franchisee （访问日期：2022 年 11 月 26 日）。

IKEA (no datef) Say hej to IKEA Place. Available at: https://www.ikea.com/au/en/customer-service/mobile-apps/say-hej-to-ikea-placepub1f8af050 (Accessed: 30 November 2022).
宜家（无日期）向宜家地点问好。可在以下网址获取：https://www.ikea.com/au/en/customer-service/mobile-apps/say-hej-to-ikea-placepub1f8af050（访问日期：2022 年 11 月 30 日）。

Kim, M. J. and Hall, C. M. (2020) ‘Can sustainable restaurant practices enhance customer loyalty? The roles of value theory and environmental concerns’, Journal of Hospitality and Tourism Management, 43, pp. 127-138. Available at: https://doi.org/10.1016/j.jhtm.2020.03.004 MarketLine (2020a) Europe - Furniture & Floor Coverings. Available at: https://advantage.marketline.com/Analysis/ViewasPDF/europe-furniture-floor-coverings-95348 (Accessed: 19 November 2022).
金美珍和霍尔, C. M. (2020) ‘可持续餐厅实践能否增强客户忠诚度？价值理论和环境关注的作用’, 《酒店与旅游管理杂志》, 43, 页 127-138. 可在以下网址获取: https://doi.org/10.1016/j.jhtm.2020.03.004 MarketLine (2020a) 欧洲 - 家具与地面覆盖材料. 可在以下网址获取: https://advantage.marketline.com/Analysis/ViewasPDF/europe-furniture-floor-coverings-95348 (访问日期: 2022 年 11 月 19 日).

MarketLine (2020b) United Kingdom - Furniture & Floor Coverings. Available at: https://advantage.marketline.com/Analysis/ViewasPDF/united-kingdom-furniture-floor-coverings-95353 (Accessed: 20 November 2022).
MarketLine (2020b) 英国 - 家具与地面覆盖材料。可在以下网址获取：https://advantage.marketline.com/Analysis/ViewasPDF/united-kingdom-furniture-floor-coverings-95353（访问日期：2022 年 11 月 20 日）。

MarketLine (2021a) Global - Furniture & Floor Coverings Retail. Available at: https://advantage.marketline.com/Analysis/ViewasPDF/global-furniture-floor-coverings-retail-139460 (Accessed: 25 November 2022).
MarketLine (2021a) 全球 - 家具与地面覆盖零售。可在以下网址获取：https://advantage.marketline.com/Analysis/ViewasPDF/global-furniture-floor-coverings-retail-139460（访问时间：2022 年 11 月 25 日）。

MarketLine (2021b) Asia-Pacific - Furniture & Floor Coverings Retail. Available at: https://advantage.marketline.com/Analysis/ViewasPDF/asia-pacific-furniture-floor-coverings-retail-139458 (Accessed: 25 November 2022).
MarketLine (2021b) 亚太地区 - 家具与地面覆盖零售。可在以下网址获取：https://advantage.marketline.com/Analysis/ViewasPDF/asia-pacific-furniture-floor-coverings-retail-139458（访问日期：2022 年 11 月 25 日）。

MarketLine (2022) United Kingdom - Real Estate. Available at: https://advantage.marketline.com/Analysis/ViewasPDF/united-kingdom-real-estate155576 (Accessed: 25 November 2022).
MarketLine (2022) 英国 - 房地产。可在以下网址获取：https://advantage.marketline.com/Analysis/ViewasPDF/united-kingdom-real-estate155576（访问日期：2022 年 11 月 25 日）。

Mayzlin, D., Dover, Y. and Chevalier, J. (2014) ‘Promotional Reviews: An Empirical Investigation of Online Review Manipulation’, American Economic Review, 104(8), pp. 2421-2455. Available at: https://dx.doi.org/10.1257/aer.104.8.2421
Mayzlin, D., Dover, Y. 和 Chevalier, J. (2014) ‘促销评论：在线评论操控的实证研究’，《美国经济评论》，104(8)，第 2421-2455 页。可在以下网址获取：https://dx.doi.org/10.1257/aer.104.8.2421

Mintel (2019) Furniture Retailing - UK -July 2019. Available at:
Mintel（2019）家具零售 - 英国 - 2019 年 7 月。可在以下网址获取：
https://data.mintel.com/databook/920360/?presentation=graphs (Accessed: 19 November 2022).
https://data.mintel.com/databook/920360/?presentation=graphs （访问日期：2022 年 11 月 19 日）。

Mintel (2022) Furniture retailing - UK - 2022. Available at: https://data-mintelcom.ezphost.dur.ac.uk/databook/1103179/#Q19a wave 4459 (Accessed: 20 November 2022).
Mintel (2022) 家具零售 - 英国 - 2022. 可在以下网址获取：https://data-mintelcom.ezphost.dur.ac.uk/databook/1103179/#Q19a wave 4459（访问日期：2022 年 11 月 20 日）。

Prahalad, C.K. and Ramaswamy, V. (2004) ‘Co-creation experiences: The next practice in value creation’, Journal of Interactive Marketing, 18(3), pp. 5-14. Available at: https://doi.org/10.1002/dir. 20015
Prahalad, C.K. 和 Ramaswamy, V. (2004) ‘共同创造体验：价值创造中的下一实践’，《互动营销杂志》，18(3)，第 5-14 页。可在以下网址获取：https://doi.org/10.1002/dir.20015

Rao, V.R. and Kartono, B. (2009) ‘Pricing objectives and strategies: a cross-country survey’, in V. R. Rao Handbook of Pricing Research in Marketing. Northampton, Massachusetts: Edward Elgar Publishing, pp. 9-36.
Rao, V.R. 和 Kartono, B. (2009) ‘定价目标与策略：跨国调查’，收录于 V. R. Rao《市场营销定价研究手册》。马萨诸塞州诺桑普顿：爱德华·埃尔加出版社，第 9-36 页。

Roy, J. (2021) ‘The effect of employment protection legislation on international trade’, Economic Modelling, 94, pp. 221-234. Available at: https://doi.org/10.1016/j.econmod.2020.10.004
罗伊, J. (2021) ‘就业保护立法对国际贸易的影响’, 经济建模, 94, 页 221-234. 可在以下网址获取: https://doi.org/10.1016/j.econmod.2020.10.004

Sharp, B. and Dawes, J. (2001) ‘What is differentiation and how does it work?’, Journal of Marketing Management, 17(7-8), pp. 739-759. Available at: https://doi.org/10.1362/026725701323366809
Sharp, B. 和 Dawes, J. (2001) ‘什么是差异化，它是如何运作的？’, 市场营销管理杂志, 17(7-8), pp. 739-759. 可在以下网址获取: https://doi.org/10.1362/026725701323366809

Shu, S. B. and Peck, J. (2011) ‘Psychological ownership and affective reaction: Emotional attachment process variables and the endowment effect’, Journal of Consumer Psychology, 21(4), pp. 439-452. Available at:
舒, S. B. 和佩克, J. (2011) ‘心理所有权与情感反应：情感依附过程变量与禀赋效应’, 消费者心理学杂志, 21(4), pp. 439-452. 可在以下网址获取：
https://doi.org/10.1016/j.jcps.2011.01.002

Statista (2022a) Online shops: ikea.com in the United Kingdom. Available at: https://www.statista.com/study/91355/online-shops-ikeacom-in-the-united-kingdom-brand-report/ (Accessed: 23 November 2022).
Statista (2022a) 在线商店：英国的 ikea.com。可在以下网址获取：https://www.statista.com/study/91355/online-shops-ikeacom-in-the-united-kingdom-brand-report/ （访问日期：2022 年 11 月 23 日）。

Statista (2022b) Leading charities among consumers Great Britain Q2 2022. Available at: https://www.statista.com/statistics/1326105/leading-charities-greatbritain/ (Accessed: 23 November 2022).
Statista (2022b) 英国消费者中领先的慈善机构 2022 年第二季度。可在以下网址获取：https://www.statista.com/statistics/1326105/leading-charities-greatbritain/ （访问日期：2022 年 11 月 23 日）。

Statista (2022c) IKEA brand profile in the UK 2022. Available at:
Statista (2022c) 2022 年英国宜家品牌概况。可在以下网址获取：
https://www.statista.com/forecasts/1252293/ikea-furniture-online-shops-brand-profile-in-the-uk (Accessed: 21 November 2022).
https://www.statista.com/forecasts/1252293/ikea-furniture-online-shops-brand-profile-in-the-uk （访问日期：2022 年 11 月 21 日）。

Statista (2022d) Interest in augmented reality for shopping 2022, by generation. Available at: https://www.statista.com/statistics/1308187/augmented-reality-interest-shopping-generation/ (Accessed: 19 November 2022).
Statista (2022d) 2022 年各代对购物增强现实的兴趣。可在以下网址获取：https://www.statista.com/statistics/1308187/augmented-reality-interest-shopping-generation/ （访问日期：2022 年 11 月 19 日）。

Wikström, S. (1996) ‘Value creation by company-consumer interaction’, Journal of Marketing Management, 12(5), pp. 359-374. Available at:
维克斯特罗姆, S. (1996) ‘公司与消费者互动的价值创造’, 市场营销管理杂志, 12(5), pp. 359-374. 可在以下网址获取:
https://doi.org/10.1080/0267257X.1996.9964422
Your Move (2019) How long is your tenant likely to stay?. Available at:
您的举动（2019）您的租户可能会停留多久？可在以下网址获取：
https://www.your-move.co.uk/blog/how-long-is-your-tenant-likely-to-stay (Accessed:
https://www.your-move.co.uk/blog/how-long-is-your-tenant-likely-to-stay (Accessed：
21 November 2022).  2022 年 11 月 21 日。

Table 1: Product Key Features.
表 1：产品关键特性。

Table 2: PESTEL.  表 2：PESTEL。

Note: A red, amber and green system is used where green highlights points of interest.
注意：使用红色、琥珀色和绿色系统，其中绿色突出显示感兴趣的点。

Table 3: SWOT.  表 3：SWOT 分析。

Note: A red, amber and green system is used where green highlights points of interest.
注意：使用红色、琥珀色和绿色系统，其中绿色突出显示感兴趣的点。