In recent years, IKEA China has been adjusting its store strategy by closing some of its large-format stores and opening smaller, more flexible “city stores” or compact experience centers. This strategic shift is driven by several market factors. Firstly, Chinese consumers’ shopping habits have changed significantly, with online shopping becoming increasingly popular and reducing the appeal of large physical stores. Secondly, operating large stores entails high costs—especially in tier-1 cities where rent and labor expenses continue to rise—putting pressure on profitability. Moreover, smaller stores can be located closer to residential neighborhoods and commercial districts, improving customer accessibility and enhancing localized service capabilities. Additionally, IKEA is accelerating its digital transformation, integrating its mini-apps and e-commerce platforms with these compact physical outlets to create an omnichannel retail model that blends online and offline experiences. This “close big, open small” approach not only optimizes IKEA’s traditional home furnishing retail model but also represents a crucial step in adapting to local consumption trends and improving operational efficiency in the Chinese market.
近年来，宜家中国逐步调整其门店策略，关闭部分大型商场式门店，转而开设面积更小、位置更灵活的“城市店”或“小型体验中心”。这一战略转变主要源于多重市场因素。首先，中国消费者购物习惯发生显著变化，线上购物日益普及，实体大店的吸引力下降；其次，大型门店运营成本高昂，尤其在一线城市租金和人力成本持续攀升的背景下，盈利压力增大；再者，小门店能更贴近社区和商圈，提升顾客到店便利性，增强本地化服务能力。此外，宜家也在加速数字化转型，通过小程序、电商平台与线下小门店结合，打造“线上+线下”融合的新零售模式。这种“关大开小”的策略，不仅是对传统家居零售模式的优化，更是宜家在中国市场适应本地消费趋势、提升运营效率的重要举措。
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