The Global Strategy Of Ikea's International And International Strategy

In 1985, IKEA entered the US market. For 11 years, IKE opened twenty-six stores in the northern area of America. But according to Frynas and Mellhi (2011), “these stories were not as successful as their counterparts in Europe” (p. 4). Just like in Japan, IKEA could not fulfill customer satisfaction. It is feasible to note that IKEA’s international or global strategies should have been moderately different from their domestic strategies. Essays (2013), argues that
Developing a global brand largely depends on the brands’ ability to explore fresh avenues and to sustain its competitive advantages in terms of economies of scale and productivity. A global brand is one which is perceived to reflect the same set of values around the world. A global brand removes the national barriers and linguistic blocks while marketing internationally. After initially failing in Japan and the United States, Frynas and Mellhi (2011), revealed that IKEA “had to reconsider the perceived universal appeal of its products, and adjusted its activities to local markets without compromising the huge benefits gained from sourcing and selling standardized products” (p. 5). It is relatively understandable that thinking globally has its advantages;

According to Sgroi (n.d.), “IKEA’s simple and short vision statement describes IKEA’s main purpose is providing affordable products so that many people can live a better life. IKEA’s products are priced far cheaper than their competitors’ with respect to their offerings, so that it can reach as many people as possible. This pricing is only possible by the consistent and aligned activities that IKEA lives by” (p.