Patrik Antoni, CEO of IKEA India, outlined what it takes to build a billion-dollar brand in one of the world’s most diverse and complex consumer markets — clarity of purpose, deep customer understanding and long-term trust.
Antoni emphasised that for IKEA, business begins with vision rather than immediate financial outcomes. The company’s goal, he said, is to create a better everyday life for the many people — with profitability emerging as a result of delivering value to customers. “If you have happy customers, you will get profit. The brand comes from that interaction,” he noted.
India, he acknowledged, requires heightened sensitivity to regional diversity. With its varied languages, cultures and traditions, the market demands continuous learning and listening. IKEA invests heavily in consumer research to ensure its offering aligns closely with local needs. For Antoni, purpose and profitability are not opposing forces but complementary ones that must move together.
Central to this strategy is IKEA’s philosophy of “democratic design.” Every product must meet five criteria — functionality, aesthetic appeal, sustainability, affordability and quality. Rather than cutting features to lower costs, the company maintains global standards while adapting solutions to fit Indian lifestyles. “It’s the solution that matters, not just the individual product,” Antoni said.
Despite the rise of ecommerce, Antoni remains bullish on the role of physical stores in long-term brand building. While digital channels provide convenience and valuable consumer insights, he believes in-store experiences are critical for creating emotional connection. IKEA often enters markets online first to understand purchasing behaviour before rolling out physical formats. Going forward, the company envisions a portfolio of store formats ranging from compact 1,500-square-metre outlets to large 15,000-square-metre spaces, supported by digital reach.
On localisation, Antoni stressed the importance of staying relevant without diluting brand identity. With a global portfolio of 7,000 products, adaptation often lies in how products are presented rather than reinvented. Local sourcing, particularly in textiles, plays a significant role in IKEA India’s strategy, leveraging the country’s strengths while maintaining global consistency.
For Antoni, scaling in India is less about chasing short-term gains and more about building enduring trust — a foundation where purpose leads and profit follows.
