IKEA - statistics & facts
IKEA, the innovative furniture retailer, has grown rapidly since its foundation and today is the world's largest company in its segment. The firm is recognized for its Scandinavian style, with most of IKEA's furniture coming in a flat-pack form, ready to be assembled by the consumer. In 2025, IKEA was the sixth most valuable retail brand in the world, and the most valuable furniture retailer, valued at around 26 billion U.S. dollars.
IKEA’s business model
In the financial year 2025, the company generated a global revenue of nearly 45 billion euros. One of IKEA’s key competitive advantages is its extensive knowledge about the customers. The company understands the purchasing factors that influence customers to buy furniture, as IKEA's global annual revenue quadrupled in the past 25 years. IKEA offers low prices and a wide range of products, constantly introducing new product designs that look stylish in the eyes of customers. According to a survey conducted in 2025, IKEA was one of the most popular department and home stores in the United Kingdom; however, costs and other market participants are putting pressure on the company, especially in the United States, where Amazon and Walmart were ranked higher in consumer awareness.
IKEA worldwide
The business operates 494 stores around the world, with the majority of locations based in Europe. The Asia and North America regions had 85 and 77 stores, respectively. Over 900 million customers visited IKEA stores in 2025, which was a 46 percent increase compared to 2010, when only about 630 million customers visited the locations. IKEA's online business also keeps rising in popularity, as app downloads reached an all-time high in August 2025 with almost 2.7 million downloads.
Although the firm has successfully weathered times of adversity since its foundation, online retail giants like Amazon, Shein, or Temu are quick to catch up in price, delivery options, and range of design and represent considerable competition to the Swedish furniture retailer.
