Introduction Strategic management is a critical component of the company’s management as it provides specialists with tools to analyze the existing environment and make a correct decision about the future of the company and opportunities for its growth. Because of the increased complexity of the modern business environment and the existence of multiple factors affecting the work of organizations, the selection of the appropriate option for development becomes a challenging task as it is vital to consider all alternatives to evaluate the market (Dess, 2018). Under these conditions, strategic decision-making acquires the top priority as the fundamental element of companies’ functioning and evolution. The given paper is devoted to the analysis of IKEA, as one of the global leaders in the sphere of ready-to-assemble furniture and its strategic decision to enter the Chinese market with the primary goal to expand and generate additional revenues. Background The choice of the company for the analysis is justified by several factors. First, IKEA is a well-known international brand that is famous for its furniture and has stable positions at the international level. It also means that information about the corporation’s functioning is available to individuals, and it can be found in the company’s annual reports and statements. Second, at the moment, IKEA functions in 52 countries around the globe that demonstrates its successful strategy and approach to management (IKEA, 2017). It is mainly focused on furniture and homeware sales and their delivery to clients. At the same time, there is also a restaurant and some food shops often located in the firm’s stores to meet clients’ needs. IKEA emphasizes its approach to furniture stressing the fact that all pieces sold by the company can be easily assembled by clients and help to create high comfort levels in dwellings. The company was founded in Sweden in 1943 by Ingvar Kamprad and in several decades transformed into one of the most influential players in the market. In 2018, the company reported annual revenue of around 38.8 billion euros, which was higher than in the previous year (36.3 billion) (IKEA, 2018; IKEA, 2017). It means that the corporation continues to evolve. The brand is owned by not-for-profit and for-profit corporations, and there is a division of the corporate structure into two fundamental parts which are operations and franchising (IKEA, 2018). Inter IKEA holding is the owner of Inter IKEA Systems, and, at the same time, Interogo Foundation owns the given company (IKEA, 2018). The founder, Ingvar Kamprad resigned from the board of directors in 2013, and his son Mathias Kamprad became the chairman of the corporation (IKEA, 2018). The complexity of the corporate structure comes from the scope of activities performed by the firm and its size. Today, IKEA is mainly focused on sales of furniture in different parts of the globe and the promotion of its goods. Being one of the industry leaders, it continues to evolve and constantly looks for new solutions or effective strategies. The corporation occupies the niche of low-priced goods or products that are available to the broad category of clients (IKEA, 201