Case Study: Ikea

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IKEA is principally a furniture store that originated in Sweden. It is known for offering reasonably priced, contemporary furniture. The company sells unassembled furniture that a buyer assembles in their own space. Today, IKEA has gained popularity for being “the furniture store,” when it comes to style, quality and affordability. It has opened stores all throughout Europe, North America, Middle East and Asia Pacific.1 IKEA’s marketing philosophy of, “low price is not appealing unless it represents good value for money,”2 have done wonders to the company’s bottom line. This is what separates IKEA from other leading furniture companies. IKEA has remained loyal to its suppliers and therefore has established a good working relationship with them that affords IKEA the opportunity to purchase excellent products at bulk prices. By doing so, the company is able to minimize transportation, technical support and assembly costs, which provides savings that they pass on to their consumers. In order to keep loyal customers and attract new ones, IKEA follows a value-based pricing strategy to maintain affordability and produce superior value. Based on IKEA’s marketing strategy2, it is safe to assume that the company is geared more towards good-value pricing, rather than value-added pricing. When it comes to purchasing furniture, consumers look for longetivity and durability of a product in order to consider it a value-added item. But as we all know, IKEA products are known for their affordability rather than their longevity. The average lifespan of IKEA products ranges from one to three years. In order for IKEA to consider moving to value-added pricing, they will need to revamp their whole product line, which would cause them to increase their prices. This would run completely opposite to what their platform has been since the day the company was established.

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