IKEA Inc.: the India way
Publication date: 6 March 2020
Abstract
Learning outcomes
Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in India and China; and to understand how adaptability can create a new competitive advantage in emerging markets.
Case overview/synopsis
The case study enables discussion about the global strategy of a well-established multi-national company, IKEA in an emerging market. IKEA is a well-established and well-known brand in the international market in furniture retailing. It has decided to make a debut in India in 2017 with its first store in Hyderabad. However, it was yet to open it in 2018. The case emphasizes upon understanding the global strategy of IKEA, positioning itself in the fragmented Indian furniture industry, managing differences in emerging markets and adapting to the local environment of the particular country. The case highlights how adaptability can create a new competitive advantage in managing global strategy in different countries of emerging markets.
Complexity academic level
This case study is developed for post-graduate management programs as an MBA, Executive MBA and executive development programs.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Keywords
Acknowledgements
Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.
Citation
Yadav, N. (2020), "IKEA Inc.: the India way", , Vol. 10 No. 1. https://doi.org/10.1108/EEMCS-05-2019-0098
Publisher
:Emerald Publishing Limited
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