IMD-4-0282 © 2008
Denison, Dan; Lief, Colleen
Ingvar Kamprad’s his strategy was fashioned by childhood experiences not only to furniture retailing, but more generally to life. Gains were not just twisted by his business but as an alternative functioned a larger and higher purpose in society. It brought value, style and a better life to many. IKEA’s products were not destined for only affluent customers who could manage distinguishing and modern furnishings. But rather they were intended for the international everyman. How to be IKEA in countries and among people who were decidedly different was the dilemma. IKEA had to stay IKEA. One thing was not in doubt – it would be a high-stakes balancing act.
Subjects: Expansion; Internationalization; New market entrance; Knowledge transfer; Emerging markets; Retailing
Settings: Sweden; Global; Furniture manufacturing; Retailing; $27 billion in revenues for FY2007; 1950s-present
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