IKEA Globalization Strategy Benefits and Limits Case Study

Ikea globalization strategy: essay introduction, ikea globalization strategy: discussion, ikea globalization strategy: conclusion, works cited.

IKEA is a furniture company operating on a global scale. With stores all around the world, it had to adapt its strategy to the countries where the European approach proved unsuccessful. Nevertheless, IKEA is an example of a highly profitable global company. This paper will cover the benefits of globalization that IKEA experienced, the importance of cross-cultural understanding, and the limits of the global market.

IKEA is a tremendously successful company. In part, it owes its success to perceiving the whole world as its market. With 230 stores in 33 countries, it has shown that global strategies can lead to success. Its strategy focused on providing a finely designed product at the lowest possible cost. IKEA stores share their style all over the world, making the brand recognizable and reliable. By expanding its market without lowering the quality of the product, it was able to establish one of the most recognizable and profitable furniture brands in history (Steenkamp 51). IKEA prides itself on its cost-cutting policy, and with a global strategy, it requires globalization of production. By creating production sites in the countries it operates in, IKEA cuts the costs of delivery and manufacturing that would otherwise become unfeasible when working on a global scale (Olhager et al. 146; Burt et al. 16).

However, IKEA was not able to keep its stores and catalog identical in all countries. Without understanding the specific needs of the country, a global company is at risk of losing a lot of customers. Before expanding into the United States, IKEA did not consider the differences between the US and European markets (Mellahi and Frynas 4). As the case study points out “Sofas weren’t big enough, wardrobe drawers were not deep enough, glasses were too small, curtains too short, and U.S. size appliances didn’t fit in the kitchens.” This expansion could have been disastrous had the company not addressed this problem by redesigning its products to be more appropriate for the market. Now it is a popular brand in the United States, and the early mistakes are long forgotten.

To not repeat the same error twice, IKEA made an effort to customize its stores in China to the needs of Chinese customers. For example, a balcony section of the store was introduced. Chinese apartments often have balconies, so it was a smart decision to capitalize on this regional difference (Prange 81). This change in strategy shows some of the limits of the global approach. One strategy cannot apply to all countries due to their regional differences. A global company has to consider the needs of its customers on a more local level. This move will make the business more profitable in return. However, it does not prevent the global approach from being viable. These limits only suggest that the strategy should include more thorough research of the market before expanding. After the research is done, the company can choose how to appropriately segment the market (Schlegelmilch 70).

Globalization can be used to create a successful business. IKEA utilized this to cut costs on production, expand into 33 countries, and become a brand known worldwide. The story of its rise was not without obstacles. Its difficulties in expanding beyond Europe have shown that there are limits to utilizing the same strategy everywhere. However, with a few adjustments based on regional preferences, the company became a success outside of Europe.

Burt, Steve et al. “International Retailing as Embedded Business Models.” Journal of Economic Geography , vol. 16, no. 3, 2015, pp. 715-747, Web.

Mellahi, Kamel, and Jedrzej George Frynas. Global Strategic Management . Oxford University Press, 2015.

Olhager, Jan et al. “Design of Global Production and Distribution Networks.” International Journal of Physical Distribution & Logistics Management , vol. 45, no. 1/2, 2015, pp. 138-158, Web.

Prange, Christiane. Market Entry in China . Springer International Publishing, 2016.

Schlegelmilch, Bodo B. Global Marketing Strategy . Springer, 2016.

Steenkamp, Jan-Benedict. Global Brand Strategy . Palgrave Macmillan UK, 2017.

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IvyPanda. (2023, October 30). IKEA Globalization Strategy Benefits and Limits Case Study. https://ivypanda.com/essays/ikea-companys-globalization-benefits-and-limits/

"IKEA Globalization Strategy Benefits and Limits Case Study." IvyPanda , 30 Oct. 2023, ivypanda.com/essays/ikea-companys-globalization-benefits-and-limits/.

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IvyPanda . 2023. "IKEA Globalization Strategy Benefits and Limits Case Study." October 30, 2023. https://ivypanda.com/essays/ikea-companys-globalization-benefits-and-limits/.

1. IvyPanda . "IKEA Globalization Strategy Benefits and Limits Case Study." October 30, 2023. https://ivypanda.com/essays/ikea-companys-globalization-benefits-and-limits/.


IvyPanda . "IKEA Globalization Strategy Benefits and Limits Case Study." October 30, 2023. https://ivypanda.com/essays/ikea-companys-globalization-benefits-and-limits/.

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IKEA Case Study

by Sharleen Suwaris

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The paper is a case study for the different types of risks faced by IKEA as the company started its operations in China. How the risks were mitigated, avoided or accepted has been discussed.

Financial Risks faced by IKEA in China


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ikea global strategy case study

IKEA is the largest  furniture retailer in the world.  In 2017 IKEA had 2.3 billion visits to their website and 936 million visits to their stores.  All those visits resulted in 36.3 billion euros in sales.  In 2017 IKEA opened 14 new stores, bringing their total to 403 stores globally.   

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IKEA is the largest furniture retailer in the world. In 2017 IKEA had 2.3 billion visits to their website and 936 million visits to their stores. All those visits resulted in 36.3 billion euros in sales. In 2017 IKEA opened 14 new stores, bringing their total to 403 stores globally.

This case study of IKEA's transnational strategy provides insight into the company's strategy and operations. It highlights the company's aim to produce high-quality products at low prices to achieve a competitive advantage , drawing buyers' attention and increasing profitability. The success of the company can be attributed in part to the loyalty of its customers. This is evidenced by the number of young and price-conscious consumers who have bought into the IKEA concept. We will analyse Ikea's transnational strategy and the various challenges that IKEA has faced in its international expansion. This will reveal the company's solutions to specific problems and how their global strategy helped the company become one of the most successful furniture retailers in the world .

Before we get into the main discussion of IKEA's transnational strategy , let's find out about its history.

An introduction to IKEA

IKEA is a furniture and home décor company founded in 1943, in Sweden, by Ingvar Kamprad. After years working with furniture makers and suppliers, the young entrepreneur was able to establish a method that involved supplying furniture to be assembled directly by the customer in their home. The company started by developing innovative modular designs and sourcing components from Eastern Europe. The company then expanded throughout Scandinavia.

Stores were located in areas that could accommodate a large number of vehicles. The design and layout of the IKEA store remained the same throughout the years. The store's inventory is always large and customers can pick out their own furniture. In most cases, they do so without waiting for the store to deliver their order. F urniture can be assembled in various configurations, and the buyer can decide on the size and style of the pieces. Additionally, IKEA is a company that makes the purchasing journey an experience in itself.

INGKA Holding BV is the parent company of the IKEA Group companies. This includes the Swedish furniture retailer IKEA of Sweden, the industrial group Swedwood, which makes the furniture for IKEA, sales companies and the purchasing and supply functions relating to IKEA.

IKEA Transnational Strategy

There are four types of international business strategy: Global Standardisation Strategy, T ransnational Strategy, I nternational Strategy, and L ocalisation strategy (See Figure 1). The matrix emphasises two types of pressure faced by a multinational company when expanding abroad: local responsiveness and cost reductions.

Ikea Transnational Strategy, International business strategies, StudySmarter

Due to its poor performance in the 1990s, the company was forced to move to a transnational strategy that emphasises cooperation and interdependence of the home country's headquarters and its international subsidiaries and stores. To keep design and furniture at an affordable price, Ikea also adopts a global standardisation strategy so that its products, services, branding, and marketing strategies retain a level of 'sameness' everywhere. Some adaptations, however, are made to advertising and products offered in local markets.

The organisation of IKEA follows a matrix structure where each country has a Service Office (SO) and a national headquarter with support units. The SOs are responsible for the development and expansion of the stores in their local markets. Depending on the complexity of the project and the market conditions, Ikea may even choose to establish a country manager and a retail director for a country.

For IKEA, the importance of transferring corporate values, culture and concepts throughout their global divisions emphasises the need for knowledge sharing.

Knowledge sharing is the act of distributing existing knowledge from the headquarter to subsidiaries by a multinational firm.

The advantages of knowledge-sharing include:

Capitalising on market advantages of foreign operations (such as labour costs, proximity to natural resources, or shipping lanes)

Competitive edge in local markets

Organic, locally-driven decisions and organisational structure

Wide r market penetration and brand awareness

IKEA's knowledge sharing is primarily supported by a matrix organisational structure where each country's service office is linked to the Global Service Office at its core. Through this network, knowledge and information are shared throughout the organisation. Training also plays an important role in information sharing. Through onboarding programmes, each new employee is familiarised with the company's history, culture, and working methods. This is best reflected in IKEA's HR policy:

As an IKEA employee, you are willing to share your knowledge and experience with all IKEA employees.

Being an open company is another key factor, allowing IKEA to promote knowledge sharing among its employees. All the company's projects, important news, financial data, etc. can be viewed on bulletins and corporate newsletters.

IKEA's hybrid strategy

The IKEA hybrid strategy combines cost leadership and differentiation strategies. This allows companies to create differentiated products at low cost while still satisfying the expectations of their customers (see Figure 2 below).

The hybrid strategy is one where the company tries to gain two competitive advantages at the same time: low prices and high-quality products.

IKEA's strategy aims to achieve a competitive advantage by producing at the lowest cost. It allows the company to charge lower prices and increase profitability. To achieve its goals, IKEA cuts costs and is always looking for the least costly suppliers. It also tries to offer lower prices to its wider audience.

Differentiation strategy

To gain a competitive advantage, IKEA aims to offer products that are perceived as being different and better than their competitors.

The goal of the differentiation strategy is to create a compelling brand image by focusing on the quality of their designs.

Focus Strategy

The cost focus and differentiation focus are the two aspects of the company's main strategy.

IKEA uses a combination of these strategies to achieve its vision. One of the strategies it uses is its cost leadership strategy . This part of the strategy involves trying to produce at the lowest possible cost to maintain a competitive advantage.

To support its hybrid strategy, IKEA has a clear policy that applies to all of its activities, which incorporates elements of cost leadership and differentiation focus strategies. This policy is designed to ensure that the company's activities are carried out in line with its strategy, and is constantly improved.

Analysis of IKEA's transnational strategy

This section will analyse IKEA's transnational strategy and the various challenges that IKEA has faced in its international expansion. It will also reveal the company's solutions to specific problems.

An example of this is China, where IKEA opened its first store in Beijing in 1998. It took IKEA five years to understand the Chinese market, as the culture of Asia and Europe are very different. Below are the challenges that IKEA faced.


How to provide low prices and compete with local markets in China? High import taxes made it almost impossible for the company to offer low prices.

IKEA considered how to compete in China's cluttered market, where many local firms and products copied each other.

The low-income levels in China made it difficult to reach many people.

IKEA had to source local products and materials to compete with prices in China. This resolved the problem of high import taxes in China.

IKEA started performing local quality inspections, closer to the manufacturing stage, to save on repair costs and offer low price products in huge volumes. IKEA hoped to win over some of the competitors in the Chinese market.

IKEA targeted the young middle-class population as this category has a higher income and is more aware of Western styles. Targeting this segment helped IKEA project itself as an aspirational western brand.

Instead of using the IKEA catalogue to promote its products, they used Chinese social media and micro-blog website Weibo to target the urban youth instead.

One of the main challenges for IKEA in China was how to provide low prices.

This was a massive change in IKEA's strategy as it was targeting the mass market in other parts of the world.

Every year, IKEA conducts an annual survey to measure how consumers perceive the company's products and store layout. The goal of the survey is to find out if local adaptation is necessary to create the IKEA business concept, which is to create a better everyday life for many people by offering a variety of well-designed, functional products at prices that are as low as possible. In new markets, it is important to find a price level that is appropriate for the company and its customers. To attract people, the products offered must be perceived as good quality at low prices.

The challenges of IKEA's transnational strategy

IKEA is a very strong brand. Its strong brand identity, and its ability to attract customers, makes it stand out from its competitors. This is the reason IKEA is successful at achieving a hybrid strategy. However, challenges include reacting to changes in the environment, including the ability to deal with price wars. The external environment is IKEA's main threat. It can be measured using various factors, such as political, economic, social, technological and environmental factors.

Political refers to the various laws and regulations that affect a business.

Economic factors that affect businesses include interest rates, inflation, and exchange rates.

Social trends refer to the various changes that are happening in society. This includes the rise of the millennial generation and the decline of the baby boomer generation, for instance.

The level of automation and the technological advancement that businesses must adapt to are some of the factors that affect the profitability of businesses.

The impact of various environmental factors on businesses, like global climate change or health and safety laws.

To learn more about PESTLE, check out our explanation on external environments!

IKEA has faced many challenges along the way. One of them is uncontrolled child labour in countries that supply them with woven products. Due to the prevalence of child labour in countries such as India and Pakistan, the company has limited control of its suppliers. This issue usually affects the families and communities in these areas. So far, they have been unsuccessful in their attempts to control this issue.

IKEA's transnational strategy is inspired by the concept of combining high quality with low prices which adapts to a countries' needs. The company aims to produce furniture that is both functional and affordable. As a highly integrated company, IKEA, through its internalisation strategy, has been able to reduce costs and improve its overall product offering globally. This strategy and the many advantages it provided, were developed to compete against other furniture retailers and to grow globally. IKEA's strategy is to replicate its successful model in different markets. This can be achieved through the use of a transnational strategy.

IKEA's Transnational Strategy - Key takeaways

IKEA's transnational strategy is inspired by the idea of combining high quality with low prices. This way the company aims to produce furniture that is both functional and affordable.

IKEA is the largest furniture retailer in the world.

The company started by developing innovative modular designs and sourcing components from Eastern Europe.

IKEA uses a transnational and global standardisation strategy.

  • IKEA follows a matrix structure where each country has a Service Office (SO) and a national headquarter with support units.
  • The IKEA hybrid strategy combines cost leadership and differentiation strategies. This allows companies to create differentiated products at low cost while still satisfying the expectations of their customers

3. Riddhima Chopra, Ikea Case Study, Aeunike Lecture , 2009.

4. Warren Shoulberg, 'Why Ikea Succeeds Around The World While Other Retailers Falter', Forbes , 2018.

6. Eray Aydin, Ikea Knowledge Sharing, Slideshare , 2015.

Frequently Asked Questions about Ikea Transnational Strategy

--> what is ikea's international strategy.

To keep design and furniture at an affordable price, Ikea also adopts a  global standardisation strategy so that its products, services, branding, and marketing strategies retain a level of 'sameness' everywhere. 

--> Is IKEA a transnational company?

Yes, Ikea is one of the companies that follow transnational strategies.

--> Does IKEA use standardization or adaptation?

IKEA uses a global standardisation strategy.

--> What type of global business is IKEA?

Final ikea transnational strategy quiz, ikea transnational strategy quiz - teste dein wissen.

What is IKEA's international strategy?

Show answer

Its concept is to combine high-quality design and functionality with low prices. Ikea's goal is to keep the prices low enough to allow the customer to buy the product directly. 

Show question

Is IKEA a transnational company? 

Does IKEA use standardization or adaptation? 


What type of global business is IKEA? 

IKEA is a global home furnishing brand that was started in 1943 by Ingvar Kamprad. It started as a mail order catalog business. 

Who is the founder of IKEA?

Ingvar Kamprad

In what year was IKEA founded?

What does IKEA mainly sell?

 it is mainly focused on selling ready-to-assemble furniture

True or False?

The company started by developing innovative modular designs and sourcing components from eastern Europe.

Ikea strategy allowed it to offer quality furniture at very low prices. 

What is Ikea hybrid strategy?

Ikea hybrid strategy is aimed to achieve competitive advantage by producing at the lowest cost.  It allows the company to charge lower prices and increase the profitability. 

To achieve its goals, IKEA constantly bring costs up and is always looking for the most costly suppliers. 

What is Differentiation Strategy?

To gain the competitive advantage, IKEA aims to offer products that are perceived as being different and better than their competitors. 

What is Focus Strategy?

Focus strategy is essentially a core marketing strategy that allows organizations to identify the specific needs of a niche market and develop products aligned with these needs. The focus remains solely on providing value to customers within this niche market. 

One of the strategies that IKEA uses is its cost leadership strategy.  This part of the strategy involves trying to produce at the lowest possible cost to maintain the competitive advantage that they have. 

What is the goal of the Ikea differentiation strategy?

The goal of the differentiation strategy is to create a compelling brand image by focusing on quality designs. This strategy works even though they do not charge a premium for these products.

IKEA faced many challenges along the way to success, Pick once correct answer?

child labor in countries that supply them with woven products.

Was Ikea successful when they first. entered the Japanese market?

What is the external environment of IKEA's main threat?

The external environment is IKEA's main threat. It can be measured using various factors such as political, economic, social, and environmental. 

What are the four types of international business strategies?

Global Standardisation Strategy, Transnational Strategy, International Strategy, and Localisation strategy 

What are two pressures faced by a multinational company when expanding abroad?

local responsiveness and cost reductions 

By adopting a global standardisation strategy, Ikea's products, services, branding, and marketing strategies...

retain a level of 'sameness' everywhere 

What is the matrix structure of the IKEA organisation?

The organisation of IKEA follows  a matrix structure  where each country has a Service Office (SO) and a national headquarter with support units. 

Define knowledge sharing

Knowledge sharing is the act of distributing existing knowledge from the headquarter to subsidiaries by a multinational firm. 

What are the advantages of knowledge-sharing?

Capitalising on market advantages of foreign operations 

IKEA's knowledge sharing is primarily supported by a ... where each country's service office is linked to the Global Service Office at its core.

matrix organisational structure 

Give an example of a challenge faced by IKEA when expanding abroad.

uncontrolled child labour in countries that supply them with woven products 

The hybrid strategies help the company to gain two competitive advantages which are...

low prices and high-quality products 

Why does IKEA adopt the cost leadership strategy?

To produce at the lowest possible cost to maintain a competitive advantage.

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IKEA global Strategy

Ikea strategy case study analysis.

There are few companies which manage to enter a foreign market, establish themselves and take over the market from the competitors. The major challenges which face such companies are learning the market trends and developing goodwill which will make consumers use its products as opposed to competitors' products. There are also unique challenges which face individual markets, such as the macroeconomic environment, which only local firms have the ability to adapt to in a relatively short time. In spite of these challenges, IKEA a company with origins in Sweden has managed to establish a global presence.

It uses a global sourcing approach where it takes advantage of the different strengths of different markets when undertaking its operations. According to Rosenhauer (2008: 2-3), IKEA was established in 1943 and is the largest furniture retailer in the world. It operates in more than twenty five countries and has over one million customers who visit it each year. It is one of the most successful multinationals in the world. This paper aims at analyzing the factors which have led to the success of this firm using the global sourcing strategy, and the characteristics that other multinationals can borrow from it in order to succeed.

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Global sourcing. This is a ikea global strategy which exploits the global efficiencies when producing and selling products. There are several characteristics that multinationals can learn from IKEA in relation to the global marketing strategy. These are briefly explained below; Subcontracting strategy. Subcontracting is a ikea international strategy that involves delegation of core activities to independent contractors who perform duties on behalf of a firm. It involves giving professionals an opportunity to perform duties efficiently and at lower costs, since they are professionals at what they do.

IKEA subcontracts manufacturing services to manufacturers across the world, and this enables the manufacturers take advantage of their expertise and technology, which eventually reduces costs. Standardized product strategy. This is a international strategy which is incorporated in IKEA's global strategy. It involves the manufacture of high quality standardized products which meet the global demand patterns. This is done as a strategy to boost scales, through targeting the global market, and producing products which are standard and readily recognized by consumers in any part of the world. Read also Challenges Facing By Ikea

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What factors account for the success of IKEA? Three factors account for IKEA’s success in the furniture retailing industry: First, their Scandinavian designs are simple but unique. In the past, IKEA’s.

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