ikea global strategy case study

• International Marketing
• Localization

IKEA’s Localization Strategy: A Masterclass in Global Expansion

• January 12, 2024

Table of Contents

The ikea localization strategy, ikea’s localization strategy: a delicate balance of standardization and adaptation, ikea’s localization strategy in china: adapting to local preferences, ikea’s localization strategy in india: embracing local customs and tastes, ikea’s localization strategy in japan: the importance of understanding local preferences, key takeaways from ikea’s localization strategy, accelingo: your partners in localization success.

In a world where companies are increasingly competing globally, the ability to tailor products and services to local markets is crucial for success . Thanks to their localization strategy, IKEA, the Swedish furniture giant, has mastered this art, becoming a household name in over 50 countries and amassing a staggering $42 billion in annual revenue.

IKEA’s international expansion success can be attributed to its unique localization strategy, which strikes a delicate balance between standardization and adaptation. The company maintains a core set of principles and values that resonate across cultures , but it also makes strategic adjustments to cater to local preferences and market conditions.

This localization approach has allowed IKEA to successfully navigate the diverse and ever-changing landscape of international business. From adapting its product designs to fit smaller Asian homes to partnering with local assembly services in China, IKEA has consistently demonstrated its ability to connect with consumers on a global scale .

In the realm of international business, localization is the art of adapting products, services, and marketing strategies to suit the specific needs and preferences of a target market. This involves a delicate balance between standardization, which ensures consistency and brand recognition, and adaptation, which enables a deeper connection with local consumers . IKEA, the Swedish furniture giant, has masterfully navigated this balance, becoming a global success story with over 450 stores in 52 countries, according to Statista .

Standardization versus Adaptation: Striking the Right Chord

Standardization, often associated with economies of scale, involves creating a consistent product or service offering across all markets. This approach can streamline operations, reduce costs, and enhance brand recognition. However, a purely standardized approach can fail to resonate with local preferences and cultural nuances , leading to missed opportunities and potential brand alienation.

Adaptation, on the other hand, involves tailoring products, services, and marketing messages to specific market contexts. This approach can foster deeper connections with local consumers, address cultural sensitivities, and enhance brand relevance. However, over-adaptation can lead to brand dilution , fragmentation of the global brand identity , and increased costs from localized production and marketing efforts.

IKEA’s Middle Ground: A Strategic Approach to Localization

IKEA has successfully navigated this standardization-adaptation dichotomy, adopting a hybrid approach that strikes a delicate balance between the two strategies. The company maintains a core set of design principles and values that underpin its global identity, such as its commitment to affordable, stylish furniture that can be assembled by consumers . However, IKEA also makes strategic adaptations to cater to local preferences and market conditions.

Examples of IKEA’s Localized Approach

IKEA’s localization efforts are evident in its product designs, store locations, and marketing strategies across different markets. In China, where many consumers prefer to have furniture assembled professionally, IKEA partnered with local assembly services to enhance customer convenience. In India, IKEA adapted its product range to include items more suited to local tastes and dietary habits , such as smaller furniture pieces and vegetarian dishes in the company’s restaurants. And in Japan, where smaller living spaces are common, IKEA introduced smaller-sized furniture designs that better fit the constraints of Japanese homes.

The Importance of Cultural Understanding

IKEA’s success in localization is deeply rooted in its commitment to understanding local cultures and customs. The company conducts extensive market research and cultural sensitivity training for its employees to ensure that its products, services, and marketing efforts align with local expectations. This deep cultural understanding has enabled IKEA to forge meaningful connections with consumers across the globe.

The Value of Localization for Businesses

IKEA’s localization strategy serves as a valuable case study for businesses seeking to expand internationally . By striking an effective balance between standardization and adaptation, companies can enhance their brand relevance, increase customer satisfaction, and gain a competitive edge in global markets .

IKEA’s entry into the Chinese market in 1998 marked a significant milestone in the company’s global expansion journey. However, the company’s initial attempts to replicate its successful Swedish model in China met with challenges due to cultural differences and consumer preferences .

Cultural Barriers to Overcome

One of the primary challenges IKEA faced in China was the cultural norm of having furniture professionally assembled. In Swedish culture, self-assembly is seen as a badge of honor, symbolizing resourcefulness and DIY capabilities. However, in China, furniture assembly is considered a time-consuming and undesirable task , often assigned to hired professionals.

This cultural difference posed a significant obstacle to IKEA’s core business model, which relies on customers assembling their own furniture. IKEA’s initial efforts to introduce self-assembly instructions in Chinese were met with resistance, as many consumers were hesitant to tackle the task themselves .

Partnering with Local Expertise

To address this cultural barrier and enhance customer convenience, IKEA made a strategic decision to partner with local furniture assembly services in China . This move proved to be a game-changer, allowing IKEA to tap into the existing expertise of local professionals while still maintaining its commitment to affordable furniture.

The partnership with local assembly services not only addressed customer preferences but also created new employment opportunities and strengthened IKEA’s ties with the Chinese community. As a result of this adaptation, IKEA’s sales in China skyrocketed, reaching $1.6 billion in 2019 .

Other Localized Adaptations in China

IKEA’s localization efforts in China extended beyond furniture assembly. The company carefully tailored its store locations to suit Chinese shopping habits , opting for central locations near public transportation hubs to cater to busy urbanites.

IKEA also adapted its product range to meet the specific needs of Chinese consumers. The company introduced smaller-sized furniture designs to fit the limited living spaces of many Chinese households, and it also expanded its selection of home appliances to include items more suited to local cooking and dining preferences .

The Success of IKEA’s Localization Strategy in China

IKEA’s success in China is a testament to the power of localization in global business . By understanding and adapting to local preferences, the company has successfully established itself as a leading furniture retailer in China, with over 36 stores and a strong online presence, as per IKEA .

IKEA’s experience in China highlights the importance of cultural sensitivity and adaptation in international business. By making strategic changes to its products, services, and marketing strategies, IKEA has successfully connected with Chinese consumers , demonstrating that localization is not just a matter of complying with local regulations but also about forging meaningful connections with local communities.

IKEA’s expansion into India in 2018 marked a significant milestone in the company’s global journey, opening doors to one of the world’s most populous and rapidly growing markets . However, the Indian market presented its unique set of challenges, including cultural nuances, regulatory hurdles, and a diverse consumer base.

Navigating Cultural Nuances and Regulatory Hurdles

India’s complex cultural landscape presented IKEA with a unique set of challenges. The country is home to a diverse range of religions, customs, and traditions , which IKEA needed to carefully consider in its product offerings and marketing strategies.

Additionally, the Indian market was characterized by complex regulatory frameworks and logistical challenges, requiring IKEA to adapt its operations to comply with local standards and ensure efficient supply chains.

Adapting to Indian Consumer Preferences

To succeed in India, IKEA recognized the importance of tailoring its products, marketing, and customer experience to resonate with local sensibilities. The company conducted extensive market research to understand Indian consumer preferences, cultural norms, and dietary habits.

Tailoring Products and Menus to Local Tastes

One of the most notable adaptations IKEA made in India was the expansion of its product range to cater to local tastes and preferences. The company introduced smaller-sized furniture pieces to suit the compact living spaces of many Indian homes , and it also incorporated elements of Indian design and craftsmanship into its products.

In addition to product adaptations, IKEA also made significant changes to its food offerings in India. The company’s restaurants in India feature a menu that includes a wide variety of vegetarian and vegan options , reflecting the dietary preferences of a large portion of the Indian population.

Pricing Strategy for Affordable Furniture

IKEA’s commitment to affordability, a core tenet of its business model, was particularly important in India, where price sensitivity is a prevalent consumer trait . The company carefully considered pricing strategies to ensure its products remained accessible to a broad range of Indian consumers.

Localization Efforts in Marketing and Customer Experience

IKEA’s localization efforts extended beyond product design and menus; the company also adapted its marketing strategies and customer service approach to Indian sensibilities . The company employed local marketing campaigns that resonated with Indian cultural references and values, and it also trained its employees to provide culturally sensitive customer service.

The Success of IKEA’s Localization Strategy in India

IKEA’s efforts to embrace local customs and tastes have been met with remarkable success in India. The company’s stores have been warmly welcomed by Indian consumers , and its sales have grown steadily since its entry into the market. In 2020, IKEA opened its second store in India, and plans for further expansion are underway according to INGKA .

IKEA’s experience in India serves as a compelling example of the power of localization in international business. The company’s ability to adapt its products, services, and marketing strategies to align with local preferences has been instrumental in its success in this challenging yet promising market.

IKEA’s journey into the Japanese market in 1974 marked a pivotal moment in the company’s global expansion strategy. However, the company’s initial foray into Japan was met with challenges , highlighting the importance of understanding and adapting to local preferences in international business.

Initial Setback and the Over-Reliance on Standardization

IKEA’s initial attempt to replicate its successful Swedish model in Japan failed to resonate with local consumers. The company’s standardized product designs, often characterized by larger sizes, were incompatible with the compact living spaces of many Japanese homes . Additionally, IKEA’s marketing campaigns, which emphasized self-assembly, conflicted with Japanese cultural norms of craftsmanship and professional convenience.

As a result of these missteps, IKEA’s sales in Japan were initially sluggish , and the company was forced to withdraw from the market in 1986 .

Learning from Failures and Embracing Local Preferences

After withdrawing from Japan, IKEA took a step back to reassess its approach and make necessary adjustments. The company conducted extensive market research to understand Japanese consumer preferences , cultural nuances, and design sensibilities.

Strategic Comeback with Localized Adaptations

In 2006, IKEA made a strategic comeback to Japan, this time with a localized approach that emphasized adaptation to local preferences. The company introduced smaller-sized furniture designs, tailored to the limited living spaces of Japanese households . Additionally, IKEA partnered with local assembly services to offer convenient and professional furniture assembly services, aligning with Japanese preferences.

Localized Marketing Campaigns and Cultural Sensitivity

IKEA’s marketing campaigns in Japan also underwent a transformation, incorporating local cultural references and values. The company used traditional Japanese art and design elements in its store décor and marketing materials , creating a more immersive and culturally appropriate experience for Japanese consumers.

Continuous Research and Adaptation

IKEA’s experience in Japan highlights the importance of continuous research and adaptation in the face of cultural and market shifts. The company recognized that globalization does not mean homogenization ; rather, it requires a deep understanding of local preferences and a willingness to adapt to the specific needs of each market.

The Success of Adaptation: IKEA’s Thriving Presence in Japan

IKEA’s localized approach has been instrumental in its success in Japan. The company has established a strong presence in the market, with over 10 stores and a growing customer base . IKEA’s sales in Japan have consistently increased since its comeback , demonstrating the power of localization in connecting with local consumers.

IKEA’s experience in Japan serves as a valuable lesson for businesses seeking to expand internationally. By understanding and adapting to local preferences, companies can successfully navigate the complexities of global markets and build strong relationships with consumers across borders.

IKEA’s remarkable success in expanding its global footprint can be attributed to its unwavering commitment to localization , a process of adapting products, services, and marketing strategies to suit the specific needs and preferences of a target market.

Accelingo is a leading translation and localization agency with a proven track record of helping businesses thrive in the global marketplace. With over a decade of experience and a team of highly skilled linguists and cultural experts, Accelingo provides comprehensive localization services that enable companies to seamlessly adapt their products, services, and marketing strategies to local markets.

Accelingo’s Localization Expertise

On top of our language translation services , at Accelingo we offer a wide range of localization services , including:

• Expert translation: Accelingo’s team of native speakers delivers accurate and culturally sensitive translations across a diverse range of industries and languages.
• Cultural adaptation: Accelingo goes beyond mere translation to ensure that content resonates with local audiences, considering cultural nuances, sensitivities, and market trends.
• Localization strategy development: Accelingo helps businesses develop comprehensive localization strategies that align with their overall business goals and marketing objectives.

As you embark on your global expansion journey, let IKEA’s localization playbook serve as your guide. By embracing a deep understanding of local cultures, continuous adaptation, and a balanced approach to standardization and localization, you can unlock the key to success in the ever-evolving global marketplace . At Accelingo, we’re ready to partner with you every step of the way, from market research and strategy development to expert translation and cultural adaptation . Contact us today for a free consultation and let’s transform your global ambitions into reality.

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Case Study | IKEA “Glocal” Marketing Strategy In China

Case Study | IKEA “Glocal” Marketing Strategy In China 5 min read

It is well known that for the past few decades, companies have been trying to design an effective marketing strategy for the global market while also catering to local needs and demands. This sort of strategy is called “ Globally local ” or “ Glocal ”.  Thus companies take into consideration of local cultural, social, economic and linguistic factors while marketing their products and services. 

IKEA, a multinational group of Swedish companies headquartered in Delft, Netherlands, designs and sells ready-to-assemble furniture, kitchen appliances and home accessories. IKEA’s mission of “ delivering low prices and high-quality furnishing solutions to the many ” made it a significant player in US and European markets. In order to provide customers with the greatest value for money, IKEA’s furniture is designed to be self-assembled by end-users. This solution allows IKEA to reduce both manufacturing and transportation costs and give customers the lowest possible price.

IKEA turned its attention to China in the late 90s when the Chinese market was booming with growing middle-class. Although it represented a huge opportunity for IKEA, it also came with a difficulty as in the Chinese market shows significant cultural and demographic differences embedded in its strong millennial cultural heritage.  IKEA entered China in 1998 with its first store in Shanghai and soon after another store in Beijing in 1999. Cities like Guangzhou, Shanghai, and Beijing were traditionally considered to be the top target markets in China for high-end products because of their heavy concentration of middle-class consumers. The growth of the furniture market in China was expected to continue over the next years.

The IKEA concept has evolved over more than 40 years as a result of a growth process based on continuous innovation and a strong and well defined corporate culture. It always remained faithful to its mission. IKEA founder Kamprad’s view was clear: “We shall always be one IKEA, one business idea and one culture”. Gradually it became a strong and tested brand and it adopted some minor local adjustment in its marketing strategy”

IKEA entered the Chinese market with a similar strategy with some minor adjustments in the store’s location. In fact, as most Chinese consumers do not have access to cars, IKEA stores in China are located closer to city centers.

The main challenge IKEA faced in the Chinese market was implementing an effective pricing strategy.

• Low prices are the cornerstone of IKEA’s vision and its business concept. However, IKEA’s prices were not considered low by the middle-class Chinese customers.
• The upper class was more inclined to buy foreign products as a symbol of status and not for their functionality.
• As a Chinese saying goes “high-quality goods are not cheap, and the cheap goods are not high quality” suggesting that Chinese consumers’ view, low prices are often associated with low quality.
• The cultural aspect caused resistance to IKEA products mainly among older generations
• Also, local producers were selling furniture of similar quality at much cheaper prices: almost half and import tariffs on IKEA made it difficult to lower prices.

Reducing prices was seen as the only possible solution for IKEA but on deeper introspection; IKEA’s poor performance was due to its lack of understanding of Chinese customers buying patterns and preferences .

• IKEA considered the overall middle class a homogenous segment, without paying attention to different sub-groups, in particular in terms of age and it prevented IKEA from identifying customers’ specific needs and implementing effective marketing strategies. 
• IKEA had an unfocused position in the market and thus IKEA needed to determine the target group and overall position in the market. 
• IKEA was perceived more as an aspirational brand, symbol of innovation, and western lifestyles. Younger customers were appealed by IKEA but could not make a purchase

At this stage, it was clear that IKEA needed urgently to change its positioning strategy and revise its pricing accordingly if it were to become profitable in China.

Options available to IKEA

• Maintaining the position of best quality provider, trying to reduce price and became affordable to all.
• Maintaining a position of higher quality and higher pricing product targeting the higher class

The first step taken by IKEA in implementing its reviewed strategy was reducing prices for its target group. Since 2000, IKEA has cut its prices by more than 60 %. One example is the price of its “Lack” table that has dropped to 39 Yuan from 120 Yuan when IKEA first came to the Chinese Market. 

• IKEA decided not to give up its traditional concept of simplicity, functionality and low prices. It targeted the youngest members of the middle-class who were considered impulsive, easy to influence, very social, and committed to leading foreign consumer brands”
• IKEA China marketing promoted its home decoration values, including ‘make good use of your space’, ‘simple is beautiful’, and ‘save money by doing it yourself’ in an attempt to re-educate the youngest consumers to IKEA concept.
• IKEA’s main target group is middle-class people aged 25–35. IKEA’s customers are generally better educated, earn higher incomes, travel more than the average. Women represented 65% of the customers.
• IKEA increasingly used social media sites to spread the company’s value. IKEA decorated inside of elevators in 20 lower-income apartment buildings in Beijing to show residents how IKEA can make their small apartments modern and pleasant without spending much money.
• The company encouraged people to come and visit their store for IKEA experience.

After years of struggling in China, IKEA was finally able to generate a profit for the first time in 2012. It was due to their glocal strategy that IKEA was able to achieve this feat.

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• IKEA Global
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• IKEA Sustainability Report FY22

People & Planet Positive

At IKEA, we want to have a positive impact on people, society and the planet. For us, it’s about balancing economic growth and positive social impact with environmental protection and regeneration.

Getting there requires a clear vision followed by a concrete action plan. The purpose of IKEA's annually-revised sustainability strategy, entitled People & Planet Positive, is to inspire, activate and lead the business in decision-making and goal setting so that we, together, can achieve the big positive changes we want to see – both across the entire IKEA ecosystem and in the world at large.

The strategy identifies three major sustainability challenges that are highly relevant for the IKEA business: climate change, unsustainable consumption, and rising inequality. Each of these in turn lay the foundation for the strategy's three sections: Circular & climate positive ; Healthy & sustainable living and Fair & equal . Our sustainability ambitions and commitments are set for 2030 in line with the UN Sustainable Development Goals.

Fair & equal is the most recent addition to the strategy, strengthening IKEA's commitment to tackling inequality and putting respect for human rights as a foundation for business operations – from contributing to more resilient societies, focusing on children as a particularly vulnerable group, as well as ensuring a just transition to a net-zero and circular economy. IKEA is committed to providing and promoting living wages and incomes across the value chain.

With the People & planet positive strategy as the guiding framework, we will work together across the IKEA organisation, and beyond, to achieve continuous improvements. And while we don’t have all the answers and cannot achieve our goals alone, we are committed to being collaborative and transparent about what we learn.

Case Study: Analysis of IKEA’s Business Model, Competition, Global Strategy and Environmental Factors Using the PEST Framework

Introduction

IKEA is a renowned Sweden-based multinational retail company that focuses on do-it-yourself furniture, home accessories and electronic appliances. This essay will discuss how IKEA’s business model has evolved over time and how it has performed. The essay will then discuss IKEA’s main competitors and business environment using the PEST framework, before ending with a list of recommendations for IKEA to maintain its success in the US while expanding globally.

Section 1: Evaluation and evolution of IKEA’s business model concept

Initially, IKEA focused on lowest-price DIY furniture at sufficient quality, which allowed consumers access to affordable furniture which they could assemble on their own . However, the company was criticised for its poor product durability and poor design aesthetic. Since then, IKEA has invested heavily in product design and manufacturing, and now delivers affordable furniture at reasonable quality and design. The core aspects of IKEA’s business model are thus its affordable DIY products, simple Swedish design, and reasonable quality. In recent years, IKEA also offered excellent service and innovation through its products, which drove it to grow rapidly in the international furniture market. (Edvardsson and Enquist, 2011)

The company has changed the way consumers shop for furniture by turning a time-consuming, expensive and formal process into one that was more affordable, simple and fun. (Moon, 2004) IKEA did so through the use of affordably priced products, stylish catalogues, large and playful consumer showcase stores, and sleek Scandinavian design. (Khamis, 2016) This approach allowed beautiful design to be accessible to the mass consumer market. The advantages of such an approach were affordability, aesthetics and efficient setup and storage, while the disadvantages were a lack of durability and the time spent on constructing and assembling the IKEA furniture.

Section 2: PEST Analysis and Key Environmental Factors

Next, this essay will analyse IKEA’s business environment in order to better inform IKEA’s new strategies for dealing with competition and expansion. The following PEST analysis will be used to analyse the environmental factors impacting IKEA. Primarily, IKEA’s operations in different countries has presented specific political, economic and social sensitivities that affect IKEA’s supply chain, product branding and naming, and marketing, while new technologies represent both significant opportunities and threats for IKEA.

Foremost, in terms of political factors, IKEA has been affected by politics in terms of supply chain stability, regulation, political crises and product naming. IKEA’s operations remain reliant on political stability to ensure that the global supply chain remains reliable. IKEA also remains subject to regulation over safety and reliability of furniture, which may vary across different political jurisdictions. Political events such as Brexit have also caused IKEA to experience an increase in manufacturing and export prices due to the fracturing of the EU common market. Finally, IKEA has had to more carefully consider the naming of its products which have specific cultural or political connotations across different countries. For example, its Lufsig product was construed to have a name similar to a vulgarity in Hong Kong, and was used for a political protest against the Hong Kong government. (Ngai et al, 2017) This caused IKEA to launch initiatives to defuse the political tensions that arose as a result.

Next, in terms of economic factors, IKEA is set to benefit from the growing middle class in emerging markets such as East Asia, and may wish to diversify its operations away from the West given the sluggish recovery post -2008 in the US and EU. The globalization of the supply chain has also allowed IKEA to enjoy better production costs, as it has outsourced manufacturing to keep costs low.

In terms of social factors, IKEA’s operation in diverse multinational markets have led it to weigh tradeoffs in its marketing approach, when catering to countries with distinct social norms. For example, conservativism in Russia and Saudi Arabia led IKEA to remove same-sex couples and women respectively in their catalogues for those countries, but resulted in a backlash from their Western consumer market whose customers were more liberal in political beliefs. (Molin et al, 2012) IKEA has also had to deal with social backlash from the use of East German political prisoners to manufacture their products in 1980s. (Briskin, 2016) However, on the bright side, growing global interest in Scandinavian design and sustainability within the larger society has allowed IKEA to tap on these trends to drive growth.

Finally, in the area of technological factors, new technologies such as augmented reality, virtual reality and artificial intelligence present opportunities for IKEA to deliver more customised and experiential consumer experiences. Furthermore, IKEA is able to conduct on-site, on-demand manufacturing through advances in scalable 3D printing. However, IKEA has to be mindful of rising competition from white label manufacturers and copycats enabled through the technology of e-commerce.

Section 3: Evaluation of IKEA’s competition

IKEA’s key competitors are Walmart, Amazon and Ashley Furniture Industries. By revenue, IKEA’s 2018 revenue was USD $44.6 billion, which puts it behind diversified retail conglomerates such as Walmart (USD $500.3 billion) and Amazon (USD $207 billion), but ahead of pure-play furniture companies such as Ashley Furniture Industries (USD $4.7 billion). (Buehlmann and Schuler, 2009) These companies were selected because they represent a broad spectrum of furniture and home appliance providers. While IKEA is a pure-play furniture company like Ashley Furniture Industries, Walmart and Amazon may be seen more as aggregators of third-party furniture brands, with Walmart being more dominant in physical retail and Amazon being more dominant in online retail.

Their advantages and disadvantages in satisfying the value propositions of their customers will be evaluated according to the dimensions of affordability, product quality, branding, supply chain management, digital marketing and e-commerce. Foremost, for IKEA, the company delivers on strong branding and affordable furniture at reasonable quality, but needs to expand more actively in digital marketing and e-commerce sales, as well as the management of its supply chain, which is necessary to keep costs and prices low. Secondly, for Walmart, the company excels in affordable furniture and low costs due to its supply chain excellence, but needs to improve on its branding, digital marketing and e-commerce sales. Thirdly, for Amazon, the company is strong in its supply chain and e-commerce sales, but as it is an aggregator of several third-party furniture suppliers, it is weak in product quality, branding and digital marketing, and needs to improve those aspects. Finally, for Ashley Furniture Industries, the company is strong in branding and quality, but needs to improve its affordability, digital marketing and e-commerce.

Section 4: International expansion strategies to maintain customer value, satisfaction and loyalty.

As IKEA looks to maintain markets in the US while expanding to emerging markets in Asia and India, they should focus on branding, innovation, after-purchase services, premiumisation and localisation of marketing in order to maintain customer value, satisfaction and loyalty.

Foremost, IKEA should focus on branding by continuing to promote uniqueness of Scandinavian design rather than diversifying its product ranges, because diversification would result in brand dilution and a weakening of IKEA’s distinctive global brand. (Moon, 2004)

Secondly, IKEA should continue to innovate in order to maintain aesthetic appeal and functional quality. (Moon, 2004) IKEA’s chief weakness in its products has been their slightly inferior design and quality, which are typically not very durable when compared to those of their competitors. IKEA should therefore invest more actively in research and design to create products that are more durable and beautiful.

Thirdly, IKEA should Include better after-purchase services such as assembly and warranty guarantees. This may include having home assembly services at an affordable price point.

Fourthly, in line with the demand from the growing middle class in emerging markets, IKEA should launch a premium range of products that is more durable and luxurious, to cater to the upper-class tastes of the new middle class. (Moon, 2004)

Finally, IKEA should localise marketing to local cultural contexts and sensitivities as they expand. This may be done through the use of new technologies such as augmented reality and AI to provide better online customer experiences that are experiential and customised. Also, as shown by a 2007 study by Capdevielle et al, IKEA Sweden experienced success in catering its product catalogues to fit the tastes of the Chinese and French markets. (Capdevielle et al, 2007) Hence, while IKEA should not diversify its products, IKEA should adapt and localise its marketing to local contexts.

Briskin, L. (2016). The employer offensive: anti-unionism and lockouts. In  III International Conference Strikes and Social Conflicts: combined historical approaches to conflict. Proceedings  (pp. 191-208). CEFID-UAB,.

Buehlmann, U., & Schuler, A. (2009). The US household furniture industry: Status and opportunities.  Forest Products Journal ,  59 (9), 20.

Capdevielle, L., Li, M., & Nogal, P. (2007). A creation of competitive advantage by using differentiation of company´ s strategy actions: The case study of IKEA Sweden with experiences on Chinese and French markets.

Edvardsson, B., & Enquist, B. (2011). The service excellence and innovation model: lessons from IKEA and other service frontiers.  Total Quality Management & Business Excellence ,  22 (5), 535-551.

Khamis, S. (2016). Brand IKEA in a Global Cultural Economy: A Case Study.  Consumer Culture: Selected Essays .

Molin, A. N. N. A. (2012). Ikea regrets cutting women from Saudi ad.  Wall Street Journal .

Moon, Y. (2004).  IKEA invades America . Harvard Business School.

Ngai, S. B. C., & Falkheimer, J. (2017). How IKEA turned a crisis into an opportunity.  Public Relations Review ,  43 (1), 246-248.

Wei, L. Q., & Zou, X. (2007). IKEA in China: facing dilemmas in an emerging economy.  Asian Case Research Journal ,  11 (01), 1-21.

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How IKEA Evolved Its Strategy While Keeping Its Culture Constant HBR On Strategy

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The Swedish furniture maker IKEA found huge success producing quality furniture at affordable prices. But in 2017, the company was at a crossroads. Its beloved founder had died, and the exponential rise of online shopping posed a new challenge. In this episode, Harvard Business School professors Juan Alcacer and Cynthia Montgomery break down how IKEA developed, selected, and embraced new strategic initiatives, while fortifying its internal culture. They studied how IKEA made big changes for the future and wrote a business case about it. They explain how the company reworked its franchise agreements to ensure consistency among its global stores. They also discuss how IKEA balanced global growth with localization, developing all-new supply chains. Key episode topics include: strategy, growth strategy, disruptive innovation, emerging markets, leadership transition, competitive strategy, company culture, succession. HBR On Strategy curates the best case studies and conversations with the world’s top business and management experts, to help you unlock new ways of doing business. New episodes every week. · Listen to the original HBR Cold Call episode: IKEA Navigates the Future While Staying True to Its Culture (2021) · Find more episodes of Cold Call · Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org ]]>

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IKEA in China: A “Glocal” Marketing Strategy

• First Online: 15 May 2016

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• Veronica Giunta 2  

Part of the book series: Management for Professionals ((MANAGPROF))

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The present case study examines a strategic issue encountered by IKEA, the giant Swedish furnish company, while expanding into the Chinese market. After years from its entrance in the Asian country, IKEA was still struggling to achieve positive finiancial results. A lack of understanding of the local peculiarities of the market prevented the company from implementing an adequate targeting strategy and occupying a strong competitive position in the market. As a consequence, the global marketing strategy adopted proved to be a failure in the Chinese market. IKEA was thus forced to reconsider not only its marketing strategy but also the universality of its business proposition.

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Giunta, V. (2016). IKEA in China: A “Glocal” Marketing Strategy. In: Prange, C. (eds) Market Entry in China. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-29139-0_8

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Table of Contents

Ikea target audience, ikea marketing channels, ikea marketing strategy, ikea marketing strategy 2024: a case study.

Become a Certified Marketing Expert in 8 Months

Ikea serves the unique functional needs of each target audience, with special attention to 16-34-year-old adults. It has solutions for:

• Single people not living at home
• Newly married couples
• Families with the youngest child under six
• Older married couples with dependent children
• No children families
• Labor force
• Professionals 

Thus, it uses the following types of product positioning :

• Mono-segment positioning. It appeals to the needs and wants of a single customer segment that is cost-conscious and prefers value for money.
• Adaptive positioning. It believes in periodically repositioning products and services to adapt to changes in customer preferences. Its Swedish furniture chain considers the dynamic nature of customer preferences. For instance, its latest products reflect increasing minimalism on the global scale. 

Ikea utilizes the power of the following marketing channels: 

• Mobile Application
• WebEngage: Email, SMS, and Whatsapp Marketing
• Social Media
• Telecalling
• Commercials

The Ikea marketing strategy contributes majorly to its success because it's original, imaginative, and distinctive while maintaining a transparent value proposition.

A Creative, Consistent Brand Theme

From the Swedish national colors on its buildings to rich meatballs in its store cafeterias, Ikea's marketing strategy reflects its cultural heritage proudly. It infuses all elements of their identity with a sense of self-assuredness that maintains their identity in the market of stiff competition. 

Emphasizing Affordability and Sustainability 

Understanding that a simple tiered strategy won't encourage repeat business, Ikea extends customization, flexibility, and mix-and-match furniture modules. It effectively combines the elements of affordability and sustainability in its marketing strategy to ensure success.

While the furniture options don't pledge a lifelong guarantee, the products are built to last. Even its reusable shopping bags reflect its commitment to sustainability.

Sponsorship and Influencers 

IKEA-sponsored comedic series Easy to Assemble. Its innovative content marketing was way different from a furniture product demo. Incorporating sponsored digital marketing campaigns and social media influencers have boosted the Ikea marketing strategy. 

Ikea’s Easy to Assemble Series

Exceptional In-store Experience

Ikea brilliantly displays products employing the best lighting systems to generate more sales. It strategically arranges best-matched items in mock rooms to encourage impulse purchases and inspire decor. The company also extends excellent customer service to provide a memorable experience and incite customers to come back for more.

Ikea’s Store Decor for Inspiration

Learn About the Purdue Digital Marketing Bootcamp

Website and Mobile Application Marketing

Ikea ensures an optimal mobile website's speed, button displays and gesture controls on its website and mobile app to retain and attract individuals to the site. It carefully invests in its UI/UX , enquiry-based chatbot, and regular updates on new offers, discounts, and promotions. 

One of the most successful marketing moves includes downloading its 3D modeling app to envision a dream home. It's one of its most successful marketing moves that allows IKEA to upsell its low-demand items by creating a desire in its customers to revamp the room.

Ikea’s Website With Engaging Content

Ikea's SEO (Search Engine Optimization)

Ikea's marketing strategy aims at enhancing the site's visibility for relevant searches to attract the attention of new and existing customers. It includes the right product-specific keywords and Google advertisements to further augment its organic ranking .  

Ikea Ranking for Bookcases on Google’s First Page

Ikea's SMM (Social Media Marketing)

Ikea's handles are very active on digital marketing platforms like Facebook, Instagram , Twitter, and Youtube . Their digital presence is impressive, with more than 30 Million likes on Facebook, 1 Million followers on Instagram, 5.3k followers on Twitter, and 41.2k subscribers on YouTube.

Ikea’s Instagram Profile

Its Instagram bio links to its website. The website also has links to its various social media posts. Its 'view shop' and 'call' options for product catalog and direct assistance, respectively, are a testament to a well-crafted Ikea marketing strategy.   

Ikea’s Youtube Advertisements 

IKEA also conducts free online workshops that lure lots of enthusiastic customers, resulting in gaining leads.

Ikea’s Online Workshop Ad

Content Marketing

Ikea relies on its content marketing strategy to create a distinguished presence amongst furniture brands. Its commercials, print ads, social media, and website stands out with attention-grabbing content. It combines innovation and humor to present the brand's core values and inspire people. 

Ikea’s Captivating Commercial 

Ikea Marketing Strategy bears testimony to a well-thought and structured marketing venture. Sign-up for our Digital Marketing Specialist and learn more about marketing case studies published by Harvard Business. You will be taught by experts from facebook and Purdue University. Sign-up for the course TODAY!

Our Digital Marketing Courses Duration And Fees

Digital Marketing Courses typically range from a few weeks to several months, with fees varying based on program and institution.

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Digital Marketing Career Guide: A Playbook to Becoming a Digital Marketing Specialist

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Inside IKEA’s Digital Transformation

• Thomas Stackpole

A Q&A with Barbara Martin Coppola, IKEA Retail’s chief digital officer.

How does going digital change a legacy retail brand? According to Barbara Martin Coppola, CDO at IKEA Retail, it’s a challenge of remaining fundamentally the same company while doing almost everything differently. In this Q&A, Martin Coppola talks about how working in tech for 20 years prepared her for this challenge, why giving customers control over their data is good business, and how to stay focused on the core mission when you’re changing everything else.

What does it mean for one of the world’s most recognizable retail brands to go digital? For almost 80 years, IKEA has been in the very analogue business of selling its distinct brand of home goods to people. Three years ago, IKEA Retail (Ingka Group) hired Barbara Martin Coppola — a veteran of Google, Samsung, and Texas Instruments — to guide the company through a digital transformation and help it enter the next era of its history. HBR spoke with Martin Coppola about the particular challenge of transformation at a legacy company, how to sustain your culture when you’re changing almost everything, and how her 20 years in the tech industry prepared her for this task.

• Thomas Stackpole is a senior editor at Harvard Business Review.

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How IKEA became a household name with digitalization, consistency, and experience

Table of contents, in the beginning....

Just about 80 years after it was founded, IKEA has become one of the world’s top furniture companies. Today, it’s known as a place where shopping is truly an experience, not just a chore. Between the popular food courts and handsomely designed showrooms, IKEA is simply a fun place to spend an afternoon — and be productive at the same time. 

Of course, the company wouldn’t still be in business if it wasn’t able to provide great products as well. Throughout the years, IKEA has carved out a name for itself as a company that provides unique and high-quality furniture at a great price — some assembly required. As a result, it’s particularly popular among young and thrifty shoppers. 

Here’s what the company’s numbers look like at a glance:

• In 2020, IKEA’s brand value was $17.97 billion
• By 2020, it had opened 445 stores worldwide
• It was the leading retail furniture company in Europe by turnover in 2019 ( €16.9 billion generated )
• Nearly 220,000 employees in 2020
• Over 800 million customers visited an IKEA in the US despite the pandemic
• Stores in over 50 global markets

In this strategy study, we’re going to explain how IKEA became not only one of the world’s leading retail furniture brands, but a global cultural icon. From rural Sweden to the global marketplace, this is the story of IKEA’s rise.

The vast majority of people alive today have never lived in a world without IKEA. In fact, many of us have fond childhood memories of walking through one of its stores with our parents and enjoying some tasty Swedish meatballs before heading home.  

But IKEA didn’t appear spontaneously. It was brought into existence thanks to the hard labor and ingenuity of one man: Ingvar Kamprad. To understand IKEA’s success, we need to understand the man behind it.

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The founder's first steps

Ingvar Kamprad was born in 1926 in Angunarryd, a small town in the Småland province of southern Sweden. Heir to a poor family of farmers, Ingvar was surrounded by financial insecurity and quickly learned the value of money and hard work. 

From an early age, Kamprad exhibited an entrepreneurial spirit. By the time he turned six, he had already started his first business selling matches, buying them on the cheap in Stockholm and selling them at a profit in his hometown. Two years later, he moved into the vehicle business, selling bicycles to his neighbors. As he grew older, his enterprises moved into various different products, ranging from Christmas tree decorations to fish to seeds and beyond. 

When Kamprad turned 17, his father made good on a promise to provide him with money if he succeeded in his schoolwork. He used that money to found what we now know as IKEA.

Kamprad founded IKEA while sitting at his uncle Ernst’s kitchen table in 1943, deriving the name from his own (Ingvar Kamprad), his family farm’s (Elmtaryd), and his hometown’s (Angunarryd). 

At the start, IKEA was not a furniture business. Instead, Kamprad sold small household goods, such as pens and wallets, which customers ordered through a mail-in catalog and would receive via milk truck delivery. This catalog was an essential feature of Kamprad’s business, as his rural location made it difficult to conduct business any other way. 

It wouldn’t be until 1948, five years later, that Kamprad would get into the furniture business and begin shaping IKEA into what we know it as today.

Necessity breeds innovation

Although many people imagine that businesses always start out with their unique selling propositions fully formed, this could not be further from the truth. IKEA is a perfect example of a company that grew into its own, finding its way not through some clear vision at the outset but through many small “aha” moments that shaped it into its current form. In fact, many of the features that we recognize IKEA by today came completely in response to difficulties — they were creative solutions to the problems Kamprad faced. 

Right out of the gates, IKEA made a name for itself as a retailer with extremely low prices.  In 1951, it launched its first catalog, which offered low-cost, chic, and stylish furniture with the convenience of mail-order shopping.

As appealing as budget-friendly options may be, they also raised concerns: customers simply couldn’t believe that quality furniture could be had at such a bargain. As a result, they began to worry about IKEA’s quality. 

To solve this, Kamprad came up with a solution: set up a showroom. Now, customers could come into his store, look at the furniture themselves, and walk away with it. Problem solved. 

But this wasn’t the end of IKEA’s pricing struggles. Although the consumers had been pacified, the producers were still unhappy — but for an entirely different reason. In 1955, the producers that IKEA used started boycotting the business, claiming the prices were too low.  Instead of viewing this as an insurmountable problem, Kamprad took it as an opportunity to bring manufacturing in-house.

The last major innovation came as a bit of a happy accident one year later in 1956. One day, as Kamprad watched an employee load up a customer’s table into their car, he noticed something interesting: the employee had removed the table’s legs to help it fit. 

Then it hit him: if Kamprad sold his furniture disassembled, he could fit more of it into a single truckload, thus saving money on shipping costs. Instead of trying to fit fully-assembled tables together, leaving tons of empty space in the truck, he could pack everything flat. 

This “aha” moment gave IKEA what is perhaps its most recognizable feature — it became a retailer of furniture that required assembly at home, thus making it cheaper, easier to carry out of the store, more efficient for delivery, and rather fun to set up.  Although flatpack furniture already existed, it wasn’t yet popular in Sweden. This observation showed Kamprad an untapped market opportunity. 

By the time IKEA had pivoted to flat-packing, it had achieved several milestones: it now manufactured all its own products, it ran its own showrooms, and it provided high-quality, low-cost products that appealed to young people. At this point, IKEA had stepped into its modern skin.

Key takeaway #1: limitations boost creativity

IKEA didn’t emerge from Kamprad’s kitchen as a fully-formed entity. Quite the opposite: the first thirteen years of operations were an experimental period during which Kamprad sought out solutions to the problems that confronted him.

IKEA’s development wasn’t visionary but reactionary. Although Kamprad always envisioned IKEA as a company that sold high-quality, low-priced products with mass appeal, it was the sum of Kamprad’s clever solutions over time, such as shipping disassembled furniture to save on packing space, that shaped IKEA into what it is today. 

All great businesses are essentially solutions to difficult problems. When faced with a seemingly intractable issue, business leaders should view it as an opportunity for growth, not as a disruption to their normal operations. For all you know, that nagging problem could be what turns you into the world’s next IKEA.

IKEA goes global

From the beginning, international expansion has been a cornerstone of IKEA’s growth strategy. And if you think about it for a minute, it makes a lot of sense: Sweden is a small country with a population of only 10 million. That imposes a pretty low ceiling as far as business growth is concerned. 

Ingvar Kamprad knew that if he wanted to grow his company, he would need to go beyond Sweden’s borders. But unlike many other brands (Walmart and Home Depot, to name a few), he actually succeeded in his internationalization project. In 2018, IKEA had company-owned stores in 24 countries and franchises in many more. Currently, there are over 50 IKEA locations around the world, and the company is continuing to expand. 

Let’s take a look at what made IKEA’s globalization so successful.

Patience is a virtue: starting local

At the start, IKEA threaded lightly. Although international expansion was clearly a goal from the start, as indicated by Kamprad’s maxim “it is our duty to expand,” IKEA didn’t come out with guns blazing. Its first expansion efforts were within markets it already fully understood: its neighboring Scandinavian countries. 

The first international IKEA branches were in Norway (1963) and Denmark (1969). Just going by the dates alone, it’s clear that this was by no means a rapid expansion. Kamprad took things slow, making sure to firmly establish his business in the local market. 

By 1973, Kamprad was positioned well: he had opened up stores in all three Scandinavian countries, and he had captured 15% of the Swedish market share. He was ready for his next step. 

Going continental

In 1973, Kamprad decided to take IKEA beyond the borders of snowy Scandinavia and into the broader international market. 

At the time, the German-speaking countries had the largest furniture markets. And beyond that, they were fragmented: 67% of furniture companies had fewer than three employees and were in expensive locations, meaning that there was a gap in the market for non-boutique, affordable furniture. Kamprad believed that “if it works in Switzerland, it’ll work anywhere,” and chose the quiet country as his next stop on the continent.

Kamprad selected a small suburb outside of Zurich, called Spreitenbach, as his entry point. This small area accounted for 20% of the consumer purchasing power, so was a logical choice. To promote the new store, he circulated 500,000 catalogs filled with off-beat advertising. Within a year, he had 650,000 visitors. The store was a smashing success. 

A year later, Kamprad opened a store in Munich, West Germany, that attracted 37,000 visitors in just the first three days. Over the next five years, IKEA conquered a 50% share in the German cash-and-carry market. To this day, IKEAs biggest market is Germany, where it has 53 stores. 

Although there was opposition from more traditional furniture retailers (and even some court-mandated penalties), by this point it was becoming clear to everyone in the industry that IKEA had something special. The model was here to stay, and competitors needed to start taking notes. 

Learning from your mistakes: IKEA's "secret' formula

From 1973 onwards, IKEA began to expand at a much more rapid pace. But it hit a snag: in 1974, IKEA entered the Japanese market. Although it stayed around for 12 years before closing down, the entry was ultimately a failure. 

What went wrong? At the time, IKEA thought it could export its current business model wholesale without making any changes to fit the culture it was expanding into. Japan had a very service-oriented culture, and the people didn’t take well to the do-it-yourself attitude that IKEA was offering. But IKEA was also not a fit with the Japanese market on a much more literal level: its products simply weren’t compatible with the size of the average Japanese home. 

Luckily, IKEA was able to learn from its mistakes. After its Japanese fiasco, the company began tailoring its expansions to the market much more thoroughly. In its 1985 US expansion, for example, it ensured that its products matched up with the sizes that Americans would expect. In its recent 2018 entry into the Indian market, it made sure to set up customer service booths, where employees can help customers build their products — an important feature given that India, like Japan, does not have a strong DIY culture. 

In an almost literary redemption story, IKEA re-entered the Japanese market in 2006. Its newer stores implemented features that meshed better with Japanese culture, such as assembly assistance, delivery, and of course: products that were hand-selected to fit Japanese homes.

By all measures, IKEA’s return to Japan was a success (as of 2020, there were nine stores across the country) and gives clear proof that not only has the company learned from its mistakes, but it has developed a truly mature expansion strategy. 

Key takeaway #2: learn from your mistakes and the customer is always right

Some of IKEA’s initial expansion efforts failed because the company was a bit stubborn — Kamprad believed that what worked in Europe should translate directly into every market.

This was a huge mistake. Within twelve years, IKEA’s first expansion into a non-European market had failed. But this failure wasn’t without its lessons. 

Japan taught Kamprad that his products needed to fit the customer, not the other way around. While he didn’t upend IKEA entirely to fit into new markets, he did make small but necessary changes that would help the stores integrate better into different cultures. 

On a conceptual level, business leaders should realize that every mistake is a learning opportunity. Although Japan started out as a failure, without this mistake under Kamprad’s belt, he likely wouldn’t have been able to catch his missteps, and he may never have learned how to successfully expand into foreign markets. 

On a more concrete level, the key takeaway here is that the same market entry strategy won’t work across the board. 

Ikea growth strategy

There are a lot of reasons why IKEA was able to make the global impact that it has — a talented founder at the helm, a successful market entry strategy, and an ingenious business model are just a few. 

But there’s something else that has helped IKEA climb the ranks and become one of Sweden’s largest cultural and business exports: differentiation. IKEA’s differentiation strategy can be divided into three prongs: 

• Swedish Design and Influence
• Cost leadership
• Unique experience

The sum of these three parts is a company that offers a unique and appealing product at a low cost and with a unique shopping and assembly experience. Let’s take a look at how IKEA was able to build a name for itself and stand out from the crowd. 

Swedish design

Today, Swedish design has become synonymous with sleek, minimalist, and aesthetically appealing furniture and interiors. Of course, IKEA didn’t invent the style itself —  its pioneers were the likes of Bruno Mathsson and Astrid Sampe. But even though Ingvar Kamprad wasn’t the mastermind behind Swedish design, it’s undeniable that his company helped bring the style to a worldwide audience. 

However, like most parts of IKEA’s development, its design language didn’t come out of the womb fully formed. In the early days, IKEA’s furniture offerings were fairly conventional — a far cry from the eccentric shapes and unusual colors it would later employ. At that time, IKEA differentiated itself primarily from a cost leadership and convenience standpoint. 

That said, even in 1954, the beginnings of IKEA’s signature designs were taking form. That year, the Lovet table,  one of IKEA’s most well-known designs, was introduced. The wood table was crafted to look like a leaf, giving it an eye-catching and aesthetically pleasing appeal. It also happened to be the first of IKEA’s flatpack offerings. 

By the 1970s, IKEA had truly entered its own, offering furniture that looked unlike almost anything on the market — at least at the same price point. Many of the pieces released during that time are still popular today, such as the classic Poäng chair. 

Swedish flair

But looking at the design of the furniture itself doesn’t tell the whole story. IKEA built up a brand aesthetic that exudes Swedishness in everything from the names to its logo, which uses the Swedish flag’s colors. 

Take IKEA’s product names as an example. Although the company learned that it needs to alter its catalog a bit for every new market it enters, one thing stays the same in every country: the names. Outside of Scandinavia, practically no one can pronounce them, but that’s part of their appeal — strange and alien-looking names like Poäng, Ektorp, and Famnig are intriguing and stand out from competitor offerings. 

There’s a good reason for those exotic names. Apparently, Kamprad struggled with dyslexia and decided to name the furniture after Swedish towns and villages, humans, and other applicable Swedish names. 

Ektorp sofa is named after a village just outside Stockholm

IKEA’s shift to Swedish branding evolved as it expanded into foreign markets. This makes sense — the exotic appeal of the Swedish language doesn’t have the same effect in Sweden. This development can be seen especially clearly in its logo design.

Originally, the IKEA logo was quite bland. In 1951, it was nothing but a reddish stamp with the name “ikea” stamped in the middle:

In 1967, IKEA’s logo almost entered its final form: a circumscribed name in capital letters with a rectangle surrounding it. 

Finally, in 1983, as IKEA was making significant advantages in its globalization effort and close to opening its first US store, it hit on the right design: the familiar gold and yellow logo.

If you’ve ever seen a Swedish flag, it’s clear where the logo takes its inspiration from. With this move, IKEA made it clear that it was a Swedish company, and that foreign flair helped differentiate it.

But there were still a few final touches that needed to be added. In 1985, when IKEA opened its first US store, it also launched the iconic Swedish meatballs, aka Kottbullär. Although the IKEA restaurant had been a feature of the store from the beginning (Kamprad firmly believed that “it’s tough to do business with hungry stomachs”), it was at this point that the menu took an even more decidedly Swedish turn. 

Swedish food became so important to IKEA’s brand image that nowadays, the last thing you see as you exit the store are bottles of lingonberry jam and Kottbullär available for purchase. 

Cost leadership and the "IKEA effect"

From the very start, IKEA was envisioned as a brand that would provide budget-friendly products to the masses. Although those products changed over time from small household goods to furniture, the mission statement stayed the same. 

In the end, IKEA succeeded in its mission. Today, IKEA is the go-to brand for young people in need of cheap furniture for their first houses and apartments — and frugal people of all ages aren’t shy to walk through IKEA’s doors either. 

Flat-pack and modularity

So, how exactly was IKEA able to keep its costs so low? For the most part, it comes down to IKEA’s reliance on self-assembled and flat-packed products. In the early days, IKEA sold fully-assembled furniture. It wasn’t until 1954 that Kamprad got the idea to pivot to flat-packed goods. 

This change provided several advantages. Obviously, it made shipping and transportation costs lower — with flat-packed goods, more products can be loaded up into a single delivery truck. Along the same lines, it also saved money on the manufacturing end because IKEA could essentially “outsource” the assembly work to its customers. 

But there was another advantage that came from this move: modularity. By requiring customers to assemble their products, IKEA can manufacture modular pieces that fit several different furniture items. This means that production lines can be streamlined and made more efficient. 

Similarly, by removing the assembly from the picture, IKEA also needs to hire fewer service employees, which saves on employee compensation costs. Although IKEA has begun adding more service centers in markets that don’t have a mature DIY culture, these costs are minimal compared to the expense of fully-fledged service initiatives.

The IKEA effect

This unique business model has a surprising and somewhat paradoxical side effect, commonly referred to as the “IKEA Effect,” which allows IKEA to make its products appear more valuable than they are. 

The principle behind the IKEA Effect is simple: people value things that they build themselves more than things that are built for them. There is a certain satisfaction that comes from spending an hour building your own sofa that simply can’t be had if you buy one pre-assembled. Doing the work yourself gives you a better appreciation of the value, and since people tend to think quite highly of their own craftsmanship, they will tend to view the furniture as well-made. 

This helps IKEA with a cost leadership sleight of hand: by asking customers to assemble their own furniture, they can keep their own costs low, while simultaneously making their customers view their products as higher-quality and more valuable.

A variety of strong and consistent production relationships

While many low-price retailers attempt to keep production costs low by pitting suppliers against each other and selecting the most competitive price offerings, IKEA takes the opposite approach. Instead of fostering competition among the suppliers it works with, it opts for collaboration. 

IKEA keeps production costs low by signing long-term contracts with its suppliers. The result is that IKEA is able to keep its costs low consistently, instead of constantly scrambling to find the lowest cost supplier. 

The strategy appears to work. IKEA has more than 1,800 suppliers in 50 countries , and it consistently has more than 95% of its inventory in stock. 

Additionally, IKEA does its best to source its wood close to its suppliers in order to keep transportation costs down. For example, in 2018, IKEA bought 25,000 acres of timberland in the US to provide raw materials to its suppliers. This also helps with the company’s sustainability initiatives. 

A unique and cost-saving experience

Although IKEA originally started as a primarily mail-order retailer, the showroom experience has become an integral part of the company’s branding and operations. It’s a devilishly clever strategy because, like the IKEA effect, it keeps business-side costs low while simultaneously providing a high-quality shopping experience to customers. 

If you’ve ever been to an IKEA, you’ll recognize one thing immediately: these stores are big. They are essentially repackaged warehouses. Within the store, customers are presented with realistic representations of how each furniture item might be used in a contemporary living situation. The displays are not sterile lineups — they feel alive, livable, and customers can easily see the functionality of each item.

To make the shopping experience even more pleasant, IKEA provides play areas for children and eating areas for hungry shoppers. The end result is a store that feels homey and comfortable despite the industrial scale. 

Although this may all seem entirely in service of the customer, it also confers several cost-saving benefits to IKEA. 

For one, IKEA specifically places its stores in more domestic areas, where real estate prices are lower and the stores can be more expensive. This saves the company from having to spend top dollar for competitive retail space in a large city. 

Secondly, by making stores so large, they can effectively function as both a warehouse and a showroom. As a result, IKEA can combine warehouse and showroom expenses into one, keeping total costs low. Of course, the fact that IKEA products are flat-packed also means that more products can be stored per warehouse, further reducing storage expenses.

Thirdly, the huge amount of space allows IKEA to present many different design possibilities to customers without the need for large numbers of staff to constantly rearrange furniture for shoppers.  

Overall, the end result is that the unique IKEA showrooms provide customers with an enjoyable shopping experience, all while allowing the company to save on real estate, warehousing, and staffing expenses. 

Key takeaway #3: valuable doesn't mean expensive 

When we think of something valuable, we tend to think of something expensive: gold watches, luxury cars, rare jewelry. But not all value can be measured in dollar bills: to a parent, their child’s drawing could be more valuable than the Mona Lisa. 

IKEA was able to leverage this phenomenon by offering what is essentially “low-cost value” — the type of value that money can’t buy. Thanks to the IKEA effect, customers often find IKEA products to be more valuable to them than other, higher-priced products. Add on a unique experience, filled with memories of eating Swedish meatballs with your family, and you have a value that money can’t touch. 

After all, it’s a part of their vision “To create a better everyday life for the many people.”

Business leaders should follow in IKEA’s footsteps and look for new ways to increase their products’ or services’ worth without raising costs. Sometimes, small changes can lead to big results. 

Understanding IKEA's positioning 

From its humble beginnings in small-town Sweden to its current seat as a major player in the global retail market, IKEA has been nothing short of a Cinderella story. But no business can rest on its laurels — the market is constantly changing, and a single bad move could throw away 80 years of success in a flash. 

That said, the future does look bright for IKEA — even during the pandemic, the company was able to generate almost the same amount of revenue as the previous year ( €39.6 billion in FY2020 and €41.3 billion in FY2019). But a few figures don’t tell the full story. To get a better view, let’s dive into a SWOT analysis. 

Market understanding

If there is one thing that IKEA does well, it’s understanding its market and leveraging that understanding to better position itself. From the start, IKEA has had the goal of becoming a company that sold low-priced products that would appeal to mass-market consumers. Today, IKEA has become practically the world leader in budget furniture — it is the first place that the average Joe will go when searching for new furnishings. It is particularly popular amongst young people furnishing their first apartments and houses. 

Throughout its development, IKEA had ample opportunity to stray from this initial vision, but it never has. As a result, it’s carved out an important part of the market that it can expect to hold onto for years to come. 

Affordability 

IKEA doesn’t merely understand what its target market is, it’s able to corner that market. Through the various cost leadership strategies we discussed in Chapter #3, IKEA is able to consistently price its products cheaper than its competitors. In turn, this has made IKEA the go-to brand for budget-friendly furniture. 

Quality and value

Although IKEA surely isn’t top-of-the-line, its products retain a respectable level of quality despite being priced so low. This is largely thanks to IKEA’s strong relationships with its suppliers and the culture of collaboration it fosters with them. 

Any quality deficits that IKEA products may have been made up for by the IKEA Effect, which causes self-assembled products to take on a higher apparent value in the eyes of the builder. 

Unique brand experience

From the unique furniture designs to the use of Swedish names to the beloved in-store restaurants and beyond, IKEA has crafted a brand experience that is unlike any other. In fact, what IKEA has created is so special that in some countries, it’s known as a fun place to go and get a bite to eat than as a place to buy furniture. When you’re able to turn a boring old furniture store into a cool place to hang out with your friends, you know you’ve done something right. 

Brand recognition

Across the world, people instantly recognize the IKEA name and its bold yellow-and-blue logo. Without a doubt, IKEA is a household name, and that level of recognition is rare. To put things into more quantifiable terms, in 2020, the IKEA brand was worth almost $18 billion . This level of brand recognition means that IKEA is ingrained in the global culture as the first stop for affordable furniture. 

Optimized and efficient supply chain 

Unlike many companies vying for cost leadership, IKEA refuses to force its suppliers to compete with each other. Instead, it opts for a more collaborative approach, which leads to strong relationships and consistently low pricing in the long term. Additionally, having control of some of the raw material supply chain helps keep IKEA in a strong position.

Weaknesses 

Lower quality than competitors .

IKEA’s products could accurately be described as “good but not great.” Although the company makes products that are at an acceptable and functional standard, they can’t compete with high-end furniture manufacturers and dealers.

However, this weakness is mitigated by the fact that IKEA isn’t trying to compete with luxury furniture providers. Instead, they have focused on cornering the budget market. 

Reliance on third-party manufacturers

Although IKEA has developed strong relationships with its suppliers, the fact that more than 50% of its products are manufactured by third-parties leaves IKEA in a position of serious reliance on other companies. Its long-term and collaborative arrangements help reduce this risk, but it is still a less favorable position to be in than producing everything in house. 

Bad press and dangerous products

Since 2011, five children have been killed by an IKEA product, the Malm dresser, toppling over onto them. The company has agreed to pay settlements of around $50 million to several families of the victims.  

Unsurprisingly, this has led to a public relations nightmare, which could seriously damage IKEA’s reputation. The company has also received bad press for treating its workers poorly .

Few assembled furniture offerings

IKEA is a company that focuses on providing its customer base with cheap, unassembled furniture. While this works well to corner its core market, it does leave other potential markets, like budget pre-assembled furniture, almost completely untapped. 

Managing timberland could distract from the core mission

By leasing its own forest land, IKEA is able to further ensconce itself in its supply chain, which leads to more control, lower prices, and better sustainability initiatives. However, managing and operating timberland is a costly and time-consuming effort, which could ultimately leave IKEA scattered and less focused on its core purpose. 

Opportunities

Gain a greater hold over the developing market.

Currently, IKEA is overwhelmingly focused on the developed world. In fact, 90% of its sales are from OECD countries , and 70% are in Europe alone. This leaves large swaths of the developing world practically untouched and represents a sizeable growth opportunity. 

IKEA is cognizant of this and has made moves into the Indian and Chinese markets. If the company continues to direct energy and resources in this direction, it could see a strong ROI.

Make use of e-commerce

Historically, IKEA’s strategy has focused on the in-store experience, which has been a key component of its success. However, as e-commerce becomes a greater part of everyday life, IKEA will need to find a way to effectively digitize and create a similarly enticing brand experience in the digital world. 

IKEA has begun making changes to better position itself in the developing e-commerce landscape. For example, many of its stores now double as fulfillment centers, and the company has made many behind-the-scenes changes to ensure online orders are fulfilled faster. 

Increase particleboard usage

Particleboard is a material that is made by gluing together wood particles. Essentially, particleboard is made from wood, but it is not wood. 

Surprisingly, a single log of wood yields more particleboard than wood, and it’s also lighter. Combined, this means that particleboard makes more efficient use of raw materials and transportation, given that its lower weight allows more particleboard items to be shipped per load. Overall, particleboard is 20% cheaper than wood. 

Currently, IKEA produces 45% of its products with particleboard and 55% with wood. If it raised the percentage of particleboard products, it could save significantly.

Earlier, we mentioned that IKEA has been at the butt of several lawsuits relating to the death of children that its products purportedly caused. Although the settlement amounts are drops in a bucket for a company of IKEA’s size, they do represent a threat if they increase in number or if the bad PR severely damages the company’s reputation. 

Possible recessions

Analysts have been predicting a recession in the American and European markets for years now. Unfortunately, this is also where the bulk of IKEA’s sales and customers come from. Although IKEA is diversifying into other markets, a severe recession in its core markets could theoretically represent an existential threat to the company. 

Following standards in developing markets

IKEA has made it clear that it places an emphasis on sustainability and market expansion. However, in some developing nations, local laws are antithetical to the standards IKEA holds for itself. This leaves the company in a dilemma: it must either adapt to the lower sustainability standards of these countries or delay its market expansion. Slowing down on either one of these could threaten IKEA’s current branding and positioning. 

Key takeaway #4: Ecommerce and the developing world present the largest opportunities 

It should come as no surprise that two areas that are growing rapidly, the developing world and e-commerce, represent some of the biggest growth opportunities for IKEA. Indeed, despite IKEA’s position as a global leader in the furniture space, failure to invest in these areas could spell trouble for the brand. 

Steps towards sustainability

As we stand face to face with an unprecedented climate crisis, businesses are seeking new avenues for sustainable growth. IKEA has fully embraced this new business paradigm and is making great strides in its effort to reduce its carbon footprint and become an all-around eco-friendly company. 

However, IKEA thinks that being sustainable means more than caring for the environment. It’s for this reason that it refers to its sustainability strategy as “People and Planet Positive.” In this strategy, IKEA notes three broad areas that it wants to improve on: 

Healthy and sustainable living

• Circular and climate positive
• Fair & equal

Let’s take a look at some of the changes IKEA is implementing to meet this goal. 

The first prong of IKEA’s sustainability plan is quite simple: to inspire others to live more happy and fulfilling lives. Overall, this is the vaguest part of its plan, and IKEA itself doesn’t seem to be entirely clear about what its own goals are. For example, IKEA states that  “We will, together with others, define what sustainable consumption means for IKEA.”

On a more concrete note, IKEA has been a leader in removing toxic materials from its supply chain. It has been ahead of the curve, removing problematic substances from its products even before they were officially banned.

Circular and climate positive 

IKEA is hoping to go one step beyond becoming a carbon-negative business and actually become a climate-positive business — that means that it’s attempting to not only stop hurting the environment but to benefit it as well. 

To this end, IKEA has made a shift towards more sustainable sources of its raw materials. For example, all its cotton, fish, and seafood currently come from sustainable sources. The company is also trying to source 100% of its wood from sustainable sources. Additionally, it will also promote the reuse of its products to extend their lifetime. 

By 2030, IKEA aims to be a completely circular business. 

Fair and equal

IKEA has received bad press over the years for the way that it treats its workers. Although it is vague about how it hopes to improve, IKEA notes several areas that it is attempting to make changes to. Some of these include gender equality, children’s rights, diversity encouragement, and providing stable and secure employment. 

Key takeaway #5: make the world better

IKEA, like all businesses, is up against an unprecedented climate crisis. Beyond that, there are serious social issues that IKEA can sometimes indirectly contribute to. As the world changes, it’s important to remember to change with it — don’t stubbornly take new paradigms as a chance to prove your original view was correct but as an opportunity to find new solutions that ultimately make the world a better place. 

IKEA in the Digital Age

From the start, IKEA has placed a significant focus on showrooms and the in-person experience — in some places, IKEA has become more known for its food than its furniture. But as more and more people move away from brick-and-mortar stores in favor of the e-commerce giants like Amazon, IKEA is put in a tough position. 

Its solution? Find ways to move into the modern age without sacrificing the original IKEA vision. Here are a few ways that the company is doing that. 

Stores double as fulfillment centers

Earlier, we discussed how IKEA is able to maintain cost leadership thanks to its dual-purpose showroom warehouses. Now, these facilities are taking on a third purpose as a fulfillment center. 

Although IKEA has had some degree of e-commerce for quite some time now, the increased popularity of e-commerce along with COVID, which forced IKEA to temporarily close 75% of its stores, has made the company fast track its online experience. These new moonlighting fulfillment centers have played a crucial role in handling the onslaught of online orders.

Teaching an old dog new tricks: integration

IKEA has been making an effort to not only improve its e-commerce presence but to better integrate technology into the shopping experience as a whole. One of the latest additions is “Shop & Go,” a feature in the IKEA mobile app. This lets you scan and pay for items while you shop so that you don’t have to wait in line for checkout.

Ethical data sourcing

Like all modern companies, IKEA’s digital strategy will rely in part on customer data. However, after gaining the market’s trust over approximately 80 years, it doesn’t want to throw that away. For this reason, it introduced the “Customer Data Promise,” which says that people need to come first in all data analytics and data-driven processes.

Although IKEA hasn’t gone too far down the rabbit hole, the company has started implementing XR to help customers visualize objects in their own homes.

Placing furniture in your home with the help of XR!

Key takeaway #6: keep up with the times

IKEA is a company steeped in tradition — 80 years worth. Perhaps more importantly, during that time, the business has focused almost exclusively on brick-and-mortar selling. Unfortunately, relying entirely on the old way of doing things simply isn’t tenable in this market. Business leaders need to learn to pivot as new technology emerges and integrate it into their strategy.

Finding the right employees and customers

Whether it’s employees or customers, all companies are run by and revolve around people. Finding the right people, however, is what makes or breaks a company. 

Between hiring strong candidates and reaching its target buyer persona, IKEA has succeeded in getting its products in front of the right people. 

IKEA's target buyer personas

Part of IKEA’s success lies in its ability to understand its target market. By getting fully acquainted with its ideal buyer persona, it can make better strategic decisions on all levels. 

So, who is IKEA’s core target market? Well, there are a few. 

To start, IKEA tries to corner young urbanites between the ages of 25 and 35, primarily those that have graduated high school, and are either single and living with a significant other or are married. 

There’s a good reason for this too: nearly 60% of American city dwellers plan to move in the next year. And that means they’ll likely need to buy furniture. 

Additionally, IKEA tends to target renters, not homeowners, as this demographic is more likely trying their best to budget and save up for their future goals, like buying a house, getting married, etc. 

Beyond that, IKEA also tries to get the attention of married couples with children, which is evidenced by the fact that they include playpens for children in the stores. Plus, situating the stores outside cities can make them more appealing to suburbanites. 

IKEA's hiring process

Worldwide, IKEA has over 220,000 employees . To get to that level, IKEA has developed a unique hiring process.

Primarily, IKEA seeks to hire people who are interested in home furnishings, are friendly, and care about providing good customer experiences. It hires primarily during the months between April and August and provides relocation assistance for successful applicants. 

Most of its candidates come from online sources, such as Indeed. However, IKEA has also branched out and partnered with some social media sites and universities to find new candidates. Plus, it has a strong internal referral program. 

In interviews, IKEA hopes to find candidates with some connection to the store, such as having visited one of their outlets or their website. 

IKEA has a strong internship program in logistics, marketing, communications, and interior design. Interns are not only paid but receive college credit as well. 

However, unlike many employers, IKEA doesn’t require that employees hold a formal degree except for specialist positions. That said, experience is still largely required — IKEA does expect some of its employees, such as interior design managers, to be well-versed in home design and retail trends. For other positions, just an interest is enough. 

Key takeaway #7: surround yourself with the right company 

Wise people have said that you’re only as good as the people you surround yourself with. IKEA has taken that to heart. 

For any business to succeed, it’s important to have a robust hiring process that attracts the right candidates and places them in suitable positions. On the consumer side, businesses need to be clear on what type of customers they hope to attract so that they can target their marketing efforts towards them. 

Final thoughts and key takeaways

Over the past 80 years, IKEA has grown from a small mail-order catalog in rural Sweden into one of the world’s largest furniture retailers. In the process, it has become nothing short of a global staple and a cultural icon. 

Recap: growth by the numbers

The ultimate list of strategic takeaways, strategy must be built on market insights.

While Kamprad did have a strong vision of where the company is heading, his strategic steps were based on market evaluation and identified market needs. 

He built the product strategy around the wishes and behaviors of IKEA customers. For example, disassembled furniture was created from observing customers how they struggled with getting furniture into their cars. 

Place customer experience at the heart of your strategy

Unique, home-like layout, delicious meatballs, and play area are only the start of the IKEA experience. 

Customers continue to value IKEA products due to building them at home, associating higher value to them. With this approach, IKEA continues its cost-leadership strategy while ensuring loyalty and high quality of its products. 

Innovation as a part of the strategy

IKEA’s been around for more than 80 years. Sticking to the traditional business model would only take them so far and it’s safe to say that they’d definitely not emerge as market leaders without any innovation and adaptation. 

With their vision in mind, they’ve managed to transform from brick and mortar stores to e-commerce and pick-up points. To support the transformation, they leaned into the latest technology and managed to strategically expand into the digital world.

Sustainable practices for a better world

With great power comes great responsibility… And big brands like IKEA understand the environmental and societal power they have. They have already banned toxic materials from their production, they are striving to become a climate-positive business and to positively impact the whole value chain.  

In the end, it seems that IKEA’s success largely comes from its ability to balance maintaining its core vision with changing to adjust to new market landscapes. At the start, Kamprad envisioned a store that sold products at budget prices for the masses to enjoy. Now, Kamprad has achieved that, but it took several changes along the way, such as pivoting from small goods to furniture, from fully-assembled furniture to flat-pack furniture, and more recently, from brick-and-mortar to e-commerce. 

Following in IKEA’s footsteps, business leaders should fully understand the need to keep your vision intact while still staying flexible enough that you can adjust your strategy to the changing waters of the market.

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An interaction approach to global sourcing: A case study of IKEA

2012, Journal of Purchasing and Supply Management

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Purpose This paper aims to test the “winner-takes-all” vs the “winner-takes-some” scenarios in digital platform competition dynamics in emerging markets. Design/methodology/approach This paper uses an analytical reference framework to assess the emergence of digital platforms in Russia, including four elements: definition of multi-sided platforms (MSPs), platform enablers, business models and competitive dynamics. Findings This paper concludes that Russia shows that a healthy competition between national and foreign MSPs led to the emergence of a shared equilibrium, where local platforms were able to retain a significant, often majority, share vis-à-vis foreign and global platforms. Research limitations/implications This paper stands as a counterpoint to the widespread conviction that digital platform dynamics will result into a “winner-takes-all” scenario and dominance of global platforms. Practical implications This case study offers practical data and analysis that can be used to create a baseline and evaluate the dynamics of digital platforms in emerging markets. It offers data, trends and evidence on Russia’s digital economy. Social implications This research provides a logical framework to help policymakers take decisions on a policy framework to regulate platforms in emerging markets. The good outcome of competition between local and foreign platforms should emerge as a policy objective to achieve in most emerging markets. Originality/value This case study is the first baseline to assess the dynamics of competition between national and foreign digital platforms in the Russian market. It is one of the first papers to tackle the market of digital platforms in an emerging and developing economy. It tries to address the debate between “winner-takes-all” and “winner-takes some” competition equilibrium through a concrete case study in an important G20 emerging market economy.

Pollo Campero in the USA

Purpose – This case illustrates the challenges that Pollo Campero, a Guatemalan fast food company, faces when expanding in the US market. The purpose of this paper is to stimulate a discussion about consumer segmentation, competitive strategy and the internationalization of emerging market multinationals. Design/methodology/approach – The case study is based on primary research conducted in conjunction with the company, including interviews with senior management and an ample review of documents. Secondary sources have been used to gather information about the industry, the US market and consumer segments. Findings – The case illustrates that Pollo Campero was initially very successful in the US market because it appealed to consumers of Central American origin. It found it harder to appeal to a broader range of US consumers, who had no emotional attachment to the brand. Originality/value – This is a complex, in-depth case study suitable for use with advanced MBA students and practitioners. Depending on the aims of the instructor, different aspects of the case can be highlighted and it can be used in a competitive strategy class as well as in a corporate strategy class or a strategic marketing course. It can be used in a class focussing on brand, positioning and consumer segmentation, a class on competitive strategy in the fast food industry, or a class on the international strategy of emerging market multinationals.

All of the people, all of the time: click on the link to join the meeting

Learning outcomes Students should be able to use the case study in debate apply theories relating to the subjects specified. Case overview/synopsis The case is based on a fictitious South African company going through emergency response conditions analogous with what many businesses are encountering during the COVID crisis. The protagonist is struggling with structural challenges imposed on the business by unpredictable and uncontrollable external pressures and needs to make transformative decisions which might impact the culture, organisational design and digitisation of the business. Complexity academic level Post-graduate general management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS: 7 Management Science.

Dicoma Corporation: challenges for future growth

Learning outcomes The learning outcomes are as follows: students will identify the reasons for a firm to internationalize and its specific internationalization entry mode; students will distinguish how to follow the client and how physic distance strategies work; students will analyze a host country’s external environment using the PESTEL framework, and they will analyze the international strategies followed by a multinational enterprise using the integration-responsiveness framework as well. Case overview/synopsis The authors explore the case of DICOMA Corporation, a Costa Rican multinational enterprise with presence in five countries. Adrian Sanchez, who is Dicoma’s president, needs to craft an international strategy to increase the international sales in the foreign markets where the firm operates. The company may follow two paths. On the one hand, Dicoma can adopt the strategy of following its major clients to expand overseas, which will lead to the opening of operations in more countries, but making the foreign sales highly dependent on these types of partnerships. This has been so far the path pursued by Dicoma in its international expansion. On the other hand, Dicoma can opt to focus on increasing commitments in the existing international markets where it already has operations by capturing new clients in those locations but scarifying the potential business opportunities to enter into other countries in partnership with its major clients. Complexity academic level Post-graduate early stage business students enrolled in programs such as Master of Business Administration, Master of Management, Master of International Business, executive education programs, among others. Supplementary materials Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email [email protected] to request teaching notes. Subject code CSS 5: International Business.

100% Great Songs, reverse positioning of Delta FM Radio, Indonesia

Subject area Reverse positioning, market segmentation, customer-centric organization. Study level/applicability Postgraduate program; Master in strategic marketing and Master in business administration. Case overview Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”. Expected learning outcomes The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Trading derivatives options contracts: the associated risk and potential

Learning outcomes It intends to help the learners assess the scenarios of volatility in the Indian capital market which was caused by unpredictable market forces. It also helps in understanding how analysts struggle to predict the direction of the market and what options strategies can be recommended to be deployed by the investors to maximize returns in such compelling scenarios. Case overview/synopsis This case study presents snapshots of high volatilities caused by the market and economic forces in the Indian capital market. It depicts how analysts struggled to predict the direction of the market; and how high volatility can put them in trouble. It also exemplifies as to how by selecting the apt strategies, investors maximize their immediate returns in a volatile period and can produce large returns in a short time. Complexity academic level The best time to discuss the case is during the completion of options strategies in the course of Derivatives or Portfolio/Investment Management. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 1: Accounting and Finance.

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IKEA: Global Communication Strategy, Multimedia Case

By: Carmen Abril Barrie

This case details a short history of IKEA and focuses on the communication strategy used in 2014. Students will start with a global look at the IKEA brand and as they progress through the multimedia…

• Length: 1 hour, 30 minutes
• Publication Date: Feb 14, 2020
• Discipline: Marketing
• Product #: I0042E-HTM-ENG

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This case details a short history of IKEA and focuses on the communication strategy used in 2014. Students will start with a global look at the IKEA brand and as they progress through the multimedia case, move into a more focused analysis of IKEA's strategy and decision-making process in the Spanish market. The case will then shift into a comparative dilemma approach where it will illustrate the brand perception and consumer sentiment with interviews of consumers from United States, Russia, China and Germany. Through this dilemma, students will choose the relationship the brand has with each country in the Brand Sentiment Matrix. The multimedia includes various visuals and audiovisual content, including interviews with IKEA's current Marketing Director and media agency. Click https://vimeo.com/289444825 to see the trailer.

Learning Objectives

• Discuss how a global brand vision can be articulated and expressed in different countries according to the brand building stage and consumer relationship with the brand. - Understand how the brand journey through the different stages in the Brand Sentiment Matrix affects not only the communication objectives but also other business objectives. - Realize the difficulties in deciding whether to continue, evolve or change a communication strategy in order for a brand to stay relevant to consumers and true to its brand proposition.

Feb 14, 2020

Discipline:

IE Business School

I0042E-HTM-ENG

1 hour, 30 minutes

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IKEA Case Study: IKEA’s Genius Business Strategy

This article is an excerpt from the Shortform summary of "Understanding Michael Porter" by Joan Magretta. Shortform has the world's best summaries of books you should be reading.

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Are you looking for an IKEA case study according to Michael Porter’s Five Forces?

Porter’s IKEA case study shows one company’s success in fitting together business activities, business strategy, and operations. His analysis shows how the activities connect to create a uniquely competitive business.

IKEA’s Fit Between Activities

Good strategies depend on the connection among many things. Fit means the value or cost of one activity is affected by the way other activities are performed – in other words, “synergy.” If the activities fit together, they each meaningfully contribute to the company’s increased value or lower cost, and they work strongly together. The IKEA case analysis below is one example of fit between different activities.

This is a clear departure from the (mistaken) idea of the one core competence. If strategy truly is based on one core competence, then it becomes relatively easy to replicate. More often, industries compete fiercely to control the one key “resource” – distribution channels, product portfolios – thus driving up cost. In reality, strong strategies are built on many unique activities that fit together to deliver the unique value proposition. Later, you’ll see how fit works well in the IKEA case study, despite certain trade-offs.

Fit arises in 3 ways . Keep this in mind when you read the IKEA case analysis:

• Example: many of Southwest’s activities are directionally pointed toward lowering cost and increasing convenience.
• When activities are inconsistent, they cancel each other out.
• Netflix’s large catalogue gives more chances to collect data points to make better recommendations.
• IKEA’s room displays substitute for sales associates, thus lowering cost.
• Dell will preload software onto PCs, substituting for the customer’s IT department.

Fit discourages rivals in a few ways:

• With a large range of activities, it becomes unclear which of the company’s activities are most valuable to replicate.
• As a simplistic example, say there are 5 activities that give a company a competitive advantage. If the chance of replicating one activity is 90%, then the chance of replicating all of them is 0.9^5, or 62%.
• An activity that fits one value chain can punish a different value chain, if it lacks synergies with the other activities or contradicts them.
• Activities with fit make it easier to see where the weak link in the chain is (think about this in the IKEA case analysis later).

The IKEA Case Study

Let’s examine a masterpiece of strategy in IKEA using the IKEA case study analysis. Their mission is to deliver stylish furniture at low prices. Their activities show clear trade-offs and strong fit:

• Assembling furniture yourself also seems to increase your enjoyment of it, maybe because of endowment effect. 
• Compact boxes reduce freight shipping costs from the manufacturer.
• This means time from buying to having furniture in your house is much faster than shipped furniture.
• IKEA stores are huge warehouses in large suburban locations with highway access. With large parking lots and loading zones, they allow customers to self-service and deliver their own furniture.
• IKEA showrooms have minimal staff, with the entire inventory laid out for buyers to peruse.
• IKEA cafeterias are self-service and customers are encouraged to bus their own trays.
• IKEA designs its own products, allowing trade-offs in styling and cost.
• Furniture has few customization options, allowing production in bulk and bargaining at scale.
• A narrower catalogue also allows IKEA to keep its warehouses fully stocked, instead of requiring shipping.

Many of these activities fit together and reinforce each other to provide low-priced furniture. The furniture’s self-assembled design reduces manufacturing costs, storage costs, shipping costs from manufacturer, and shipping costs to customers. In turn, IKEA’s locations make the furniture’s self-assembled design even more effective. 

Note how each activity is distinctly a trade-off : you either have furniture disassembled or not. You either have salespeople on the showroom floor or not. This is one of the aspects covered in the IKEA case study analysis.

Many traditional furniture retailers practice the inverse of IKEA’s value chain. If they tried to adopt one of IKEA’s activities, they’d find it less compatible with their own value chain, and so they’d gain very little of IKEA’s competitive advantage.

Note too that, in making these tradeoffs, IKEA is deliberately alienating customer groups – those who want furniture ordered seamlessly to their homes, who want nice salespeople to guide them through options, who want unique and fancifully designed furniture. The IKEA case study analysis shows how trade-offs can sometimes have big strategic payoffs.

Activity System Map

To visualize the strength of fit between activities, place the activities on a map.

• Start by placing the key components of the value proposition.
• Make a list of the activities most responsible for competitive advantage
• Add each activity to the map. Draw lines wherever there is fit: when the activity contributes to value proposition, or when two activities affect each other

Here’s an example for IKEA:

A densely interconnected activity map is a good sign. A sparsely connected map shows weak strategy.

The activity map isn’t useful just for description of your current strategy. It can also be used for ideation for new strategies:

• Can you improve fit between activities? 
• Can you find ways for an activity to substitute for another?
• Can you find new activities or enhancements to what you already do?
• Are there new products or features you can offer because of your activity map, that rivals will find difficult to emulate?

Porter’s IKEA case study is an example of a competitive business in a particular area of an industry. Porter’s IKEA case study shows business activities and strategy intersecting successfully.

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Here's what you'll find in our full Understanding Michael Porter summary :

• How Porter's famous Five Forces help you analyze every industry
• How IKEA, Southwest Airlines, and Zara have ironclad, defensible strategies
• Why the best companies reject opportunities to focus on what they know
• ← 5 Simple Steps: How to Do an Industry Analysis
• Likeability Lies: You’re Being Fooled by Charm and Charisma →

Carrie Cabral

Carrie has been reading and writing for as long as she can remember, and has always been open to reading anything put in front of her. She wrote her first short story at the age of six, about a lost dog who meets animal friends on his journey home. Surprisingly, it was never picked up by any major publishers, but did spark her passion for books. Carrie worked in book publishing for several years before getting an MFA in Creative Writing. She especially loves literary fiction, historical fiction, and social, cultural, and historical nonfiction that gets into the weeds of daily life.

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IKEA’s Corporate Culture and Global Strategies Case Study

Ikea’s future strategy to grow globally, ikea’s global product strategy, ikea’s response to the problems faced in some countries, ikea’s success and appraisals at the beginning of every year.

The IKEAs future strategy is primarily to empower workers in spirit and remuneration. They have to increase the workforce in their company by a great percentage to ensure customers’ satisfaction all throughout their national and multinational companies worldwide. This includes treating each client and workers alike and as equal partners. One of the ways includes reducing hierarchy in the organization so that service delivery is fast, easy, and friendly.

It also plans to open 20 to 25 stores a year until the end of the decade, rising to 500 in 2020 from 338 today.

The home-based corporate culture developed by IKEA

In order to develop this culture, IKEA has always focussed on the spirit of openness and freedom for every worker in the company. They are quick to admit when they are wrong, and work towards strategies that will enable them resolve any issue arising in their company. IKEA also recruits through values and not credentials, and organize capacity enhancement workshops for their employees. This is in order to maintain the spirit and culture at all levels of employment, through sharing values, strengths, weaknesses and opportunities in their global markets.

One of the IKEAs global strategies is to impose similar store design and product offering all over the world where they have opened stores. This includes price reduction, gives ways whenever a customer purchases a product, and also having the same corporate identity. Another global product strategy has been understanding the culture of each country and making products to suit that culture. Their products are always tailored on customer values and spirit, and this enables them to meet each needs through understanding their customers.

Most of the problems IKEA has been facing are in the management area. Some of the problems have not being able to customize a product to fit the cultural needs of certain countries. For example, they would produce a kitchen too small not to fit a Thanksgiving turkey, or a glass too small for wine as put by Richard Milne. However, IKEA responded swiftly by first apologizing to the communities and then went ahead to change the products so that they can suit local tastes.

If IKEA is to be successful, then the head of marketing has to make sure it appraises its customers and staff at the beginning of each year. This will include analyzing customers’ needs and making sure they meet those needs in the planning of each year. The marketing department should make sure that the culture of togetherness is upheld all the time. They should continue doing capacity enhancement for their staff each year to realize their weaknesses and strengths and improve on it in the New Year. This will ensure the maintenance of core values, mission and vision for the company each year as they begin.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2024, February 27). IKEA's Corporate Culture and Global Strategies. https://ivypanda.com/essays/ikeas-corporate-culture-and-global-strategies/

"IKEA's Corporate Culture and Global Strategies." IvyPanda , 27 Feb. 2024, ivypanda.com/essays/ikeas-corporate-culture-and-global-strategies/.

IvyPanda . (2024) 'IKEA's Corporate Culture and Global Strategies'. 27 February.

IvyPanda . 2024. "IKEA's Corporate Culture and Global Strategies." February 27, 2024. https://ivypanda.com/essays/ikeas-corporate-culture-and-global-strategies/.

1. IvyPanda . "IKEA's Corporate Culture and Global Strategies." February 27, 2024. https://ivypanda.com/essays/ikeas-corporate-culture-and-global-strategies/.

Bibliography

IvyPanda . "IKEA's Corporate Culture and Global Strategies." February 27, 2024. https://ivypanda.com/essays/ikeas-corporate-culture-and-global-strategies/.

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