Q: Which features of the Young people of all ages are universal and can be exploited by a global/regional strategy?

Ans: The "young people of all ages" described in the Ikea case share similar features across the world. Probably the majority of these features can be seen as shared between the Ikea customers in different countries but not always all of them. Also the relative importance of these features would vary between various countries and different customers. Relative to their domestic markets the perceptions can be more or less easily matched with their expectations; hence there can be some minor regional differences in how these globally shared features can be exploited. We can assume, for example, that the majority of Ikea customers like to perceive themselves as either practical or modern or non-traditional or indeed all of these at the same time. By definition, they are not tied to the traditional furniture image and design (relative to their culture) but are more inclined to prefer what they perceive of Ikea's design as "good", modern and streamlined. On their scale of importance, simplicity and practicality are likely to be of much greater importance than "traditional". They like shopping for "good" value and would contribute their work to achieve this if necessary (i.e. self-delivery of goods and after purchase assembling work). Most of them feel good about contributing their time/work and are likely to get some sense of satisfaction out of assembling the furniture and finishing work. Willingness to contribute time/work in order to gain in achieving a better value is therefore another feature shared universally for this type of customer. The perception of what can be described as "good" value for money can be different on a regional level where paying 240 for a simple bed in Sweden, the UK or USA can be very different from good value in Poland, Hungary or Czech Republic. This can be exploited on a local level simply by ensuring that the perceptions match expectations i.e. that the similar or same product can achieve acceptable price perceived as "good" value. This approach would inevitably mean different profit margins per unit in different countries but in the larger picture what is important is maintaining the overall profitability whilst preserving Ikea universally appealing "good value" formula.

The whole experience of Ikea shopping includes viewing, evaluating, choosing, pick-up and selfdelivery, self-assembly and finishing work which also encompasses the other associated choice of convenient facilities (i.e. kids playing area, Swedish restaurant etc). All that combined produces the experience perceived by this type of customers as more modern, creative and interesting than the "traditional" - what they probably perceive as "boring" and less practical, "small" and poorer in the variety of choice. This type of customer seeks more entertainment from shopping than just a simple transaction and expects the perceived wide variety of choice and other facilities to be available "all in one place". Again, the perception of what can be considered as "wide variety" and/or "satisfying shopping experience" can be different on a local level. The choice of 8 bedroom designs in the USA can be seen as "small". At the same time this can be perceived as a large choice in some other country. Similarly, waiting in the check-out queue for 12 minutes in the UK can be perceived reasonable whilst not acceptable in the USA. This can again be modified on a regional level by ensuring that the perceptions match expectations and preserve the Ikea concept.