This paper analyzes the drivers of globalization for IKEA and the reasons for its delayed entry into the Indian market. It discusses IKEA's market entry strategy for the Indian market and sets out the advantages and disadvantages of adopting the wholly-owned subsidiary route for entering the market. The paper also outlines the bureaucratic and political challenges faced by IKEA while gaining approval to enter India and how these were overcome. Finally, it provides recommendations if IKEA was to consider entering similar or different markets.