Questions 1) Furniture retail in India has traditionally been the domain of small and medium sized enterprises (SMEs). What location advantages is Ikea, as a self-assembly furniture brand, seeking in venturing into the Indian market? (20 marks) 2) In considering Ikea's decision to start operations in India, what type of internationalization strategy is it pursuing? How does the company balance the "standardization" vs "local responsiveness" question? (20 marks) 3) How did Ikea enter the Indian market? What other entry options would you have considered that you think were perhaps better alternatives to the one taken? Also, how would you align logistics and distribution to support your entry strategy? (20 marks) 4) Describe Ikea's brand positioning in the Indian market. What are some key factors that the company would need to consider as it seeks to grow its market share and profitability over the longer term? (20 marks) 5) How is Ikea responding to the need to be a responsible corporate entity in the Environment, Social and Governance (ESG) space? What are some ways the company can make a shift from being a traditional wooden furniture maker to one that is more conscious of sustainability considerations in places where it operates? (20 marks)