A Brand Across Cultures : The Case Of Ikea

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Additionally, a company will try to engage brand internalisation while operating in foreign markets with different cultures from their own. This is the case as explained in the article “Internalising a brand across cultures: the case of IKEA”, which notes that brand internalisation can be a challenging process especially for HRM when trying to promote or activate a brand across borders (Tarnovskaya & Cherantony 2011). According to King and Grace, brand internalisation is the process by which corporations reshape their brands to match the attitudes, values and customs help by locals (2008). For instance, a French subsidiary of Apple Inc. can adapt French management practices while selling their products in order to fit in the local market. The challenge for HRM lies in not only ensuring that the company mission and principles are complied with, but also hiring competent locals and ensuring that they meet organisation objectives while still meeting their needs such as good payment and conducive working conditions. When IKEA relinquish its standardisation policy to produce furniture that resembles or meets some level of Chinese aesthetics, then it has to hire competent locals who can do this. The company’s HR department is tasked with devising strategies that ensure each mandate is met for instance training the locals, selecting and hiring the right individuals, ensuring diversity and fairness (Edwards & Rees 2011). Brand internalising also requires the HR department to
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