1) The concept of strategy Competitive advantage is more likely to be created and sustained if the organization has distinctive or unique capabilities that competitors cannot imitate. This may be because the organization has unique resources and core competencies (Johnson, Scholes, & Whittington, 2005). IKEA's unique assets are leadership and Scandinavian-style design. IKEA had a presence in more than 43 countries and was well known for its good quality products marketed at relatively low prices. This result was achieved thanks to the vision of founder Ingvar Kamprad. IKEA consolidated the design department, Com-in, to discover consumers' needs and design for them. All Com-in specialists come from an interior design or visual merchandising background and are responsible for presenting or offering IKEA products using all means and presentation techniques of the current range. Core competencies are cost leadership, global sourcing, differentiation and branding. IKEA controls every aspect of the process, from production to the moment the product reaches the consumer. And every step of the way, IKEA reduces costs through comprehensive strategies. Additionally, IKEA purchases in global quantities; is able to get goods manufactured at a relatively low cost. Additionally, the company intends to make products as cost-effectively as possible, even if that means using unconventional suppliers to produce furniture or using different suppliers for different components of an item. Furthermore, IKEA outsources its production to many different countries and also outsources the final assembly and delivery to customers themselves, while IKEA expands its brand with its concept throughout the world (Zeller, 2002) Busine..... . half the paper ..... .space at no additional cost to IKEA. On the other hand, differentiation strategy aims to provide products/services that are different from the competitor's product mix. While IKEA appears to focus primarily on cost leadership, we also identified some aspects that customers would perceive more differently than traditional furniture manufacturers. Most products are 'flat packed' in IKEA stores, and this increases the convenience of carrying and transporting goods. Overall, we can conclude that IKEA started its business “cost consciously” in the early years. Later, when the organization had accumulated sufficient experience and funds, it achieved “cost leadership” in the furniture retail industry. However, in the following years, IKEA began to try to differentiate itself through its unique way of incorporating the customer into the value chain..