Internalising a brand across cultures: the case of IKEA

Abstract

PurposeThis paper aims to explore the mechanism of brand internalisation when a brand transcends national borders. It focuses on the ways international and local managers interpret the brand, develop brand understanding and enact it through communication with other colleagues.Design/methodology/approachThe research is based on a case study of IKEA in Russia and China during 2003‐2004.FindingsThe processes of brand conceptualising, comprehending and activating are identified, characterised by a weakening collective sense making amongst employees locally. Brand activating represents a discontinuity stage of brand internalisation when a shared brand understanding by employees becomes increasingly difficult to achieve. As such managers should broaden their brand contexts to include cultural elements and cues, involve local staff as well as adopt roles which facilitate collective sense‐making processes.Research limitations/implicationsNew research should explore local employees' brand experiences throughout their brand internalisation. It should also delve deeper into the ways they enact their brand in relationships with other local stakeholders.Practical implicationsThe study argues that international managers need greater awareness of theirs' and local employees' roles in brand internalisation. Managers need to create common frameworks for sense making and work towards partnership relationships with local stakeholders.Originality/valueThis is an original paper of value to global retailers and other branded organisations.