How to Approach the BEM1083DA IKEA Case Study (Assessment 1) at Exeter
Treat the BEM1083DA IKEA case study as four linked analyses, not four separate essays. Define IKEA’s market first, rank the macro-environment factors by impact, test internal resources against that context, and make recommendations that follow directly from those findings. Markers reward critique, evidence and clear prioritisation over long lists of models.
This guide is for University of Exeter degree apprenticeship students working on the Business Environment and Organisational Strategy module. It explains what the 3,000-word report is really testing, how to split your word count, and where marks are usually lost. The original brief is on the BEM1083DA Assessment 1 question page.
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What Assessment 1 is asking you to do
The task is a professional report on IKEA, built around four questions. Each question carries a different weight, so your effort should follow the marks rather than the order of the questions.
| Question focus | Approximate weight | Suggested words | What markers look for |
|---|---|---|---|
| Market analysis using module models | 25% | 700 to 750 | Clear market definition, competitor insight, model used with limits stated |
| Macro-environment and its impact | 25% | 700 to 750 | Factors ranked by extent of impact, and the type of problem named |
| Internal resources, capabilities and culture | 20% | 550 to 600 | Evidence that resources matter, not just a list of strengths |
| Strategic recommendations | 30% | 850 to 900 | Justified choices, risks and future positioning |
The word counts above add up to roughly 3,000 and are a planning guide, not a rule. The brief allows a ten per cent margin, so use it for the recommendations rather than for extra description in earlier sections.
Step-by-step plan
- Read the case document twice. On the first pass, mark facts. On the second, mark gaps, contradictions and anything that looks one-sided.
- Define the market before choosing a model. Decide whether IKEA competes in furniture retail, home furnishing, or a wider customer-experience market. Your definition decides who counts as a competitor.
- Pick two or three models only. Five forces suits market structure; PESTLE suits the wider environment; the resource-based view and dynamic capabilities suit internal analysis. More models mean less critique.
- Collect a small set of reliable facts. Use the supplied case first, then official IKEA and Ingka Group material for current figures. Note the financial year each figure covers.
- Draft the recommendations early. Writing a rough recommendation after the first week shows you which analysis you actually need.
- Return to Questions 1 to 3 and trim. Keep only the points that support your recommendation or show a real limitation.
- Check format and referencing. The report needs headings, a formal third-person style, APA 7 citations and an accurate reference list.
Question 1: analysing the market
Start with where IKEA competes and who shapes that space. A short definition paragraph earns more than a long description of the company. Use a five forces style analysis, but add judgement: which force matters most, and why?
Good reports also note what the model cannot show. Five forces is a snapshot and assumes clear industry borders, whereas IKEA now sells through stores, an app, pick-up points and services. A single sentence on that limitation signals critical thinking.
Question 2: the macro-environment and types of problem
The question goes beyond a standard PESTLE list. It asks you to appraise factors by extent of impact and to consider whether problems are tractable, wicked or soft. In practice, that means two decisions for every major factor.
- How much does it matter? Rank factors from highest to lowest impact on IKEA and on its competitors.
- What kind of problem is it? A tractable problem has a clear definition and a technical solution, such as a supply chain bottleneck. A wicked problem has interlinked causes and disputed solutions, such as climate and circular-economy pressure. A soft problem depends on how people see it, such as shifting views of value and ownership.
Avoid treating every factor as equally important. Three well-argued factors usually score higher than ten described briefly. Say clearly where data is missing or uncertain, for example when forecasts are likely to change after the case was written.
Question 3: resources, capabilities and culture
This section should explain why IKEA can, or cannot, respond to the environment you have described. Resources such as brand, scale and design know-how are only valuable if they are rare, hard to copy and used well. Capabilities such as adapting formats or building digital services matter because markets change.
Culture needs the same discipline. Describe visible artefacts, stated values and underlying assumptions, then ask whether they help or hinder the strategy you will recommend. Do not simply praise the company culture.
Question 4: strategic recommendations
This is the heaviest question at around thirty per cent, so it needs the strongest reasoning. A common structure is three options, a short evaluation table, one preferred route and a phased plan.
| Weak recommendation | Strong recommendation |
|---|---|
| “IKEA should expand online.” | States which online capability, for which customer group, and why it follows from the earlier findings. |
| No risks mentioned. | Names two or three risks and how they would be managed. |
| Ignores resources. | Shows the recommendation is feasible given IKEA’s capabilities and culture. |
| Short-term focus only. | Explains how the strategy positions IKEA for the future. |
If you quote targets or costs, label them as illustrative unless they come from the case or an official source. Invented precision weakens credibility.
Using IKEA facts safely
Current figures make a report feel grounded, but only if they are used carefully. IKEA publishes information at two levels: the retail brand with its franchisees, and the Ingka Group, which owns and operates most stores. Their revenue and sales figures are not interchangeable, so state which one you are quoting and which financial year it covers.
Use numbers to support a point, not to decorate it. For example, a fall in sales alongside rising visits tells a different story from a fall in both, and a sentence interpreting the pattern is worth more than a table of raw values. If you cannot confirm a number from an official source, leave it out or describe the trend in words.
Need help turning your analysis into a clear, well-argued report? Our business management assignment help team supports strategy and management coursework.
A realistic time plan
Many apprentices balance this report with full-time work, so a plan helps. A workable pattern over four to five weeks is shown below.
- Week one: read the case, define the market and choose models.
- Week two: draft Questions 1 and 2, with limitations noted as you go.
- Week three: draft Question 3 and outline the recommendations.
- Week four: complete Question 4, then edit for consistency across all four sections.
- Final days: check word count, referencing, headings and the AI prompt record.
Leave at least two days before the deadline for proofreading. Late formatting problems and missing references are avoidable losses.
Mark-maximising checklist
- Each question answered under its own heading, with a short link back to the overall argument.
- Models used to support points, not just described.
- At least one limitation or ambiguity stated per section.
- Qualitative and quantitative evidence mixed, with the year of each figure given.
- Recommendations traceable to earlier findings.
- Professional report style: formal, third person, no executive summary needed.
- Appendices used sparingly and referred to in the text.
- AI prompts listed if AI support was used, in line with the module statement.
Common mistakes
- Describing models instead of applying them.
- Treating the case document as the only source and missing current developments.
- Spending too many words on Questions 1 and 2, leaving the recommendations thin.
- Writing an essay with no clear report structure.
- Using first person or informal tone.
- Presenting figures with no date, scope or source note in the text.
A worked extract showing the level of analysis expected is available as a BEM1083DA IKEA case study sample, provided for reference only.
FAQs
Is the BEM1083DA report an essay or a report?
It is a professional report. Use clear headings, a formal managerial tone and a logical structure. An executive summary is not required.
How many models should I use?
Two or three well-chosen models are usually enough across the whole report. Depth of critique matters more than the number of frameworks.
Do I need current IKEA figures?
Yes, where they strengthen the argument. Use the supplied case first, then official company material, and always state which financial year each figure covers.
What does it mean to rank macro-environment factors by impact?
It means judging which factors affect IKEA and its competitors most, and explaining why. A ranked shortlist with reasons scores higher than an unranked list.
Can I use AI tools for this assessment?
The assessment is AI-assisted, which permits use for ideas, research, understanding, structure, proofreading and formatting citations. A list of prompts is required, so keep a record as you work.
How do I handle missing information in the case?
State what is missing, explain how it limits your conclusion and make a reasonable, clearly labelled assumption. Markers value this kind of critical honesty.
The Assessment 2 presentation for the same module has its own guide: what makes an effective project manager in the BEM1083DA presentation. You can read about how the service works on the about us page, or send your BEM1083DA brief when you are ready for support.
