The strategy sought on the transformation of each and every aspect of the value of chain of IKEA included designing the products for minimizing the utilization of raw materials, selection of materials that are sustainably sources for reducing impacts on the environment and improving condition of labour in the supply chain, enhancing efficiency in logistics and production, and programs for ensuring there can be reusing or recycling of products. As a significant example, at the level of consumer, the company implemented plans for converting the overall number of lighting products by the year 2016 shifting to prefer LED. In its operations of storage, distribution and production, IKEA made substantial investment in reducing the consumption of energy. In the year 2013, the company made investment of 21 million Euros in measure of energy efficiency. This further resulted in yielding savings of cost at approximately 40 million across the duration. The company had already stated to make investment in wind farm, and further considering the use of biomass for powering the facilities of production and finally installing panels of solar energy at the stores.
When considering these efforts for discussion consequently, business organizations need to understand balancing revolutionary and evolutionary change across the business organization. Hence, there is huge significance of responding to both, the condition of external industry and the overall scenario of internal environment of business. As evident from the above example, there is inheritance of strategic dichotomies in the entire strategic process and hence, can be identified as a major factor that drives each and every aspect of the overall process. Mainly this is because in itself, strategy can be considered as a dichotomy. Also, for being success, every strategy has to be both, sufficiently unique for distinguishing competitors from the company, and sufficiently familiar for attracting customer who has some comfort level with the current practices across the industry. The need for accurate balance between the two can be considered as crucial for the strategic process. A strategy with extreme familiarity will not be breaking the link between customers and the current organizations, while a strategy with lack of familiarity will not be having any specific attractions for the customers (So et al., 2012). The ambitious growth strategy of IKEA for doubling sales across the globe reaching 50 billion Euros by the year 2020 aggressively demanded an increase of revenue by 10 per cent on yearly basis. IKEA has key plans for the achievement of growing sales at the current stores and by the inauguration of new stores. This will help in increasing the number of stores from 303 stores as of the year 2013 to reach 500 stores in the year 2020. Approximately 90 per cent of the sales of IKEA were from OECD national markets, 70 per cent in the European market, but the group management of IKEA had the option of opening new stores across these areas (Rangan et al., 2014). On the contrary, the senior management authorities planned on partially achieving half of the targets of growth from the expansion of sales across the current stores, and the other from inauguration of 200 additional stores, mainly across the emerging market platform.