IKEA’s Founder On How To Please Customers

Organizations should always be striving to learn more about what their customers want, and one of the first places you should look is at the performance of industry leaders. Understanding how your brand can upgrade its customer interactions can serve as an influential tool. In most cases brands will not create a carbon copy of a successful Customer Experience program, but ultimately the best platforms take different individual aspects from the most successful brands in their industry. In that vein, check out the following insights about customer desires extolled by IKEA’s founder and explained by Inc. contributor Alison Davis. You can access the piece by clicking here, or by reading below: 

This piece was originally published by Inc. on February 2, 2018:

“Regular readers of this column know that I spend a lot of time thinking about what makes people tick.

That’s because I learned long ago that the secret to appealing to customers, stakeholders, audience members and anyone you care about is to understand who they are and what they want.

And that’s why I carefully read the obituaries of two men who exemplified this philosophy: Ingvar Kamprad, the founder of IKEA, and Mort Walker, the creator of “Beetle Bailey,” a comic strip about a lazy Army private. (Both men died this week.)

Wait–what could these two possibly have in common?

Well, start with the fact that each man was extremely successful in his field. When Kamprad was 17, he launched the store that, over the next seven decades, became the world’s largest seller of furniture (with 400 stores and $42 billion in revenue). And Walker created the comic strip that would ultimately be syndicated in 1,800 newspapers around the world; he had the longest tenure of any cartoonist on an original creation.

Although they were in very different realms, here’s what united Kamprad and Walker: their deep connection to their customers.

For example, in a Forbes interview in 2000, Kamprad summed up his approach this way: “I see my task as serving the majority of people. The question is, how do you find out what they want, how best to serve them? My answer is to stay close to ordinary people, because at heart I am one of them.”

And, as Richard Goldstein wrote in Walker’s New York Times obituary, “‘Beetle Bailey’ used the Army as its setting, but its popularity derived from everyday life and the universal battles against authority figures and mindless bureaucracy.”

When the Defense Department congratulated Mr. Walker on his 80th birthday, he said: “Human frailty is what humor is all about. People like to see the foibles of mankind. And they relate to the little guy, the one on the bottom.”

For both Kamprad and Walker, their understanding of customers–readers or shoppers–wasn’t theoretical or informed only  by data; it was based on personal experience.

Walker spent a stint in the Army, and he stayed in touch with servicemen throughout his life. And although Kamprad became very, very rich, he regularly flew economy and popped into his stores unannounced to replicate the customer experience.

These men knew that in order to break through today’s noise and nonsense, you have to not only know your customers; you have to love them.

As I’ve written, your love has to be real–not manufactured or manipulative–and unconditional. You have to clearly see your customers’ faults, but love them anyway. Your love has to be unwavering, despite inattention, inconstancy and even infidelity.

Only by truly loving your customers can you deliver in a way that’s truly about them, not about you. The leap to loving brings you in touch with what matters to people. Suddenly you’re able to communicate in ways that profoundly connect. You’re not on the other side of the chasm from your customers: You’re right there next to them, talking softly, saying what they’ve always wanted to hear. As a result, you can give customers what they actually want.”

What was IKEA founder Ingvar Kamprad’s approach to pleasing customers?

Ingvar Kamprad emphasized the importance of understanding customer needs and providing affordable, well-designed products that meet those needs. His customer-centric philosophy focused on continuous improvement and simplicity in both product design and business operations.

How did Kamprad’s philosophy influence IKEA’s success?

Kamprad’s focus on affordability, functionality, and customer satisfaction helped IKEA become a global leader in the furniture industry.

What lessons can other businesses learn from Kamprad’s approach?

Businesses can learn the value of prioritizing customer needs, streamlining operations, and maintaining a strong focus on affordability and quality.

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