This presentation analyzes the business case of Ikea's expansion into India, focusing on the cultural dimensions that impact its operations. It begins with an introduction to organizational culture and the background of Ikea's entry into the Indian market, highlighting the country's economic growth and emerging middle class. The presentation then introduces Hofstede's cultural dimension model, discussing key aspects such as power distance index and individualism versus collectivism, and their relevance to Ikea's strategy. It emphasizes the cultural differences between India and Sweden and the communication and cultural problems that Ikea may face. The presentation summarizes the key points, emphasizing the importance of cultural suitability for success in the Indian market, and concludes by reiterating the opportunities for growth. The presentation also includes references to support the analysis.
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