> ## Content Index > Fetch the complete content index at: https://wusul.io/llms.txt > Use this file to discover other available public pages before exploring further. # IKEA's Iftar At Ours Campaign: How It Built A Home On The Way Home - URL: https://wusul.io/insights/ikeas-iftar-at-ours-campaign-how-it-built-a-home-on-the-way-home/ - Published: 2026-10-29T15:54:46.000Z - Updated: 2026-11-10T14:45:19.000Z - Author: Yomna El-Saeed - Tags: Case Studies Listen16 min ยท British voice Iftar at Ours ikea created a temporary home where commuters could break their fast in comfort, community, and warmth. For most Londoners, the evening commute is an inconvenience. For Muslims observing Ramadan, it is a logistical and emotional challenge. In 2026, Ramadan fell during a period when sunset (the moment of iftar) coincided with peak commuting hours in the UK. With Maghrib occurring between 5:24pm and 6:17pm throughout the month, millions of British Muslims faced a daily dilemma: break their fast alone and uncomfortably on the Tube, at a bus stop, or during the walk home, or wait until they arrived (often late and exhausted) to eat with family. This is the insight that IKEA GB, working with creative agency Mother and Muslim media company Amaliah, set out to address in [Ramadan 2026](https://wusul.io/calendar/). The campaign "Iftar at Ours" created a temporary home on London's South Bank and Manchester's Exchange Square where commuters could break their fast in comfort, community, and warmth. It was not a product campaign. IKEA did not sell furniture. It sold something more valuable: a moment of belonging. ## The insight behind IKEA Iftar at Ours The problem IKEA identified was specific and observable. During Ramadan, Muslims working in central London and Manchester face a daily dilemma: break their fast alone and uncomfortably on the commute home, or wait until they arrive (often late and exhausted) to eat with family . ![Screenshot at . .](https://wusul.io/content/images/2026/10/Screenshot-2026-02-26-at-16.52.09-1400x675.png) This year, Ramadan brought a unique challenge. With sunset falling between 5:24pm and 6:17pm throughout the month, many Muslims were breaking their fast while commuting home from work . The result was a familiar scene: grabbing a cold sandwich on the way back from work, cramming in a few bites on the Tube, all while missing the warmth and comfort of an Iftar enjoyed around the table with family, friends, and community . The insight was sharpened by Amaliah's involvement. As a media company centering Muslim women's voices, Amaliah understood something IKEA's internal teams could not: the emotional weight of breaking fast alone. It is not just inconvenient. It is isolating. It contradicts the communal spirit of Ramadan . As one team member explained, "This campaign was born out of a genuine intention by IKEA and Mother wanting to be useful to Muslims this Ramadan, not just visible." ## The space: a living room on the South Bank The solution was a pop-up space at Observation Point on London's South Bank (March 3-5) and Exchange Square in Manchester (March 9-10), designed to feel like "an auntie's living room" a cultural archetype that resonates deeply with Muslim communities. The space was designed in collaboration with Muslim interior designer Noor Aliyah Ali, who styled the pop-up to resemble a familiar British Muslim household. Drawing on IKEA products and personal touches, the interior was intended to evoke the warmth of "your auntie's living room." The space included: - **A cosy living-dining area** with a central table for a feast, sociable games areas, and dedicated prayer spaces facing Qibla. - **A four-course menu** of 16 dishes developed by Muslim chef Mursal Saiq and content creator Majida Sofi Basit, inspired by recipes from different cultures around the world. - **A dedicated prayer room** where guests were invited to pray after breaking their fast with dates and water. - **Games and activities** including a carrom board that became a gathering point for strangers turned into dinner companions. Dishes included za'atar naan with shawarma spiced mushrooms, 14-hour oak smoked brisket Kabuli pilau, and cardamom and date banana loaf with Qahwa-infused vegan cream and berries. The pop-up was a familiar British terraced house, filled with details you'd likely find in a British Muslim home. IKEA's branding was strategically woven into the space, rather than plastered over it. Yellow and blue front doors were instantly recognizable on the facade, but still felt part of a familiar British neighbourhood. Other subtle custom details included an IKEA-blue wall-mounted letterbox, satellite dish, yellow home security box, branded doormat, and yellow potted flowers. ![Ikea](https://wusul.io/content/images/2026/10/ikea.jpg) As one team member explained, "We didn't want to build a [Ramadan campaign](https://wusul.io/insights/liverpool-fcs-ramadan-campaign-normalization-without-monetization/). We wanted to build a room where people could exhale." ## The people: cultural intelligence built into the team The campaign's authenticity was not accidental. It was the result of deliberate, insider-led collaboration. Amaliah was embedded in the team from the beginning, not as a consultant brought in to review creative at the end, but as a partner shaping strategy from the start. Nafisa Bakkar, founder of Amaliah, described the company's role as "the safety net for IKEA to get this right," ensuring there has been "meaningful cultural consultation that reflects an authentic experience for Muslim communities." This meant: - **Strategic and cultural insight** from the beginning of the project. - **Consulting on creative and comms rollout**, including talent and partner recommendations. - **Community and guest experience**, including the interior build, the menu, food choices, and hospitality. - **Casting decisions** that reflected the diversity of British Muslim communities. The team was diverse by design; not for optics, but because diversity produces better decisions. As one IKEA team member noted, "If we had built this without Amaliah, we would have made assumptions. They caught things we would have missed." Nick Singh, Equality, Diversity and Inclusion lead for IKEA UK and Ireland, said the idea grew from recognizing the pressures many Muslim commuters face during Ramadan: "When we realized many people would be breaking their fast while travelling home, we saw an opportunity to create a welcoming space where commuters could pause and share the moment with others." This is what insider-led [cultural intelligence](https://wusul.io/insights/what-is-cultural-intelligence-cq-a-beginners-guide/) looks like in practice. It is not a checklist. It is a discipline of listening, learning, and embedding the right voices at the right stages. ## The reach: from pop-up to content engine The pop-up was not just an experience. It was a content engine. Over five evenings, the space hosted approximately 150 guests, with 35,000 people registered to enter the ballot for tickets. The campaign generated: - 5.5 million influencer-reach across social media. - Hundreds of pieces of content created by guests and the IKEA team, including testimonials, behind-the-scenes footage, and short-form video. - Double-digit increases in key brand metrics among Muslim audiences. - An accompanying social media ad created by Amaliah depicting British Muslims breaking their fasts on busy tubes, trains, and buses, which garnered over 515,000 views on TikTok. ![IKEA Iftar At Ours](https://wusul.io/content/images/2026/10/IKEA-Iftar-At-Ours---Design-3-1600x1200.png) The content strategy was deliberate. Rather than producing polished advertising, IKEA amplified the voices of guests. A video of a commuter breaking fast with strangers became the campaign's most shared asset. A quote from a guest ("I didn't know I needed this until I walked in") became a headline. Guests shared their experiences on social media: "What we expected to be just an event actually felt like a wholesome evening at home. Opening our fast together, playing games, meeting new people, and even bumping into familiar faces. It felt organic, warm, and exactly what Ramadan is about, community" . Majida Sofi Basit, who collaborated on the menu, said: "The experience of breaking fast on a busy tube or bus due to work schedules or daily demands is a familiar one for many Muslims, like me. It was incredibly refreshing to join IKEA's event this Ramadan and celebrate Iftar on the South Bank with other members of the community" . The content did not sell furniture. It sold belongings. And that is what made it work. ## The critique: what would have made it stronger: The campaign was a success by almost any measure. It was culturally intelligent, emotionally resonant, and commercially effective; driving double-digit increases in key brand metrics among Muslim audiences . But it was also a one-off. And one-off activations do not build lasting trust. **1\. Sustained presence.** The pop-up lasted five evenings. TrendWatching noted that "operating the space for the entirety of Ramadan instead of just a few days would've been even better." Imagine if it had lasted five weeks, or if IKEA had partnered with mosques, community centers, and workplaces to create ongoing iftar spaces throughout Ramadan. The content engine was effective. The relationship engine is what would have made this truly culturally intelligent. ![IKEA Iftar At Ours](https://wusul.io/content/images/2026/10/IKEA-Iftar-At-Ours---Design-5-1600x1200.png) **2\. Follow-up journey.** Guests who visited the pop-up had a meaningful experience. But what happened after? Did they receive a follow-up message? Were they invited to stay connected? A single, warm touchpoint could have converted a moment of goodwill into a lasting relationship. **3\. Measurement beyond reach.** Impressions and media placements are useful metrics. But did the campaign change how Muslim audiences perceive IKEA? Did it increase consideration, trust, or loyalty? The campaign was evaluated on reach and brand metrics, but the deeper question of relationship-building remains unanswered. **4\. Internal alignment.** A comment on Nafisa Bakkar's LinkedIn post raised a critical point: "I know a few colleagues who work long shifts, and there hasn't been even a simple 'Ramadan Mubarak' message, let alone dates for iftar or flexible working options during the month. Perhaps before looking outward, IKEA could start by supporting their own staff in meaningful ways first" . This is a fair critique. External cultural intelligence must be matched by internal cultural intelligence. These are not fatal flaws. They are opportunities for the next iteration. The campaign proved that IKEA can engage Muslim audiences authentically. The question is whether it will build on that foundation. ## What this means for Islamic charities and halal brands IKEA's "Iftar at Ours" offers several lessons for organizations seeking to engage Muslim audiences. **1\. Solve a real friction point.** IKEA did not set out to "reach Muslims." It set out to solve a specific problem: breaking fast on the commute. As TrendWatching observed, "IKEA didn't create visibility for visibility's sake; the pop-up solved a genuine friction point in Muslim communities' daily lives." The most effective engagement starts with a real need, not a demographic target. **2\. Embed insider knowledge from the start.** Amaliah was not a consultant brought in at the end. They were a partner from the beginning. As Nafisa Bakkar noted, "It is rare to see brands invest this deeply in cultural consultancy and community insight" . Cultural intelligence cannot be outsourced. It must be embedded. ![IKEA Iftar At Ours](https://wusul.io/content/images/2026/10/IKEA-Iftar-At-Ours---Design-4-1600x1000.png) **3\. Build for belonging, not just awareness.** The pop-up was designed to make people feel at home. It was not an advertisement. It was a gift. And gifts build trust in ways that ads cannot. **4\. Think beyond the campaign.** The strongest cultural intelligence is sustained over time. One-off activations are useful. But lasting relationships require consistency. **5\. Internal cultural intelligence matters.** A brand cannot authentically serve a community externally if it does not support that community internally. The critique about IKEA's own Muslim staff is a reminder that cultural intelligence must start at home. ## Conclusion IKEA's "Iftar at Ours" was not a furniture campaign. It was a statement about what it means to belong. By creating a space where Muslims could break their fast with dignity and community, IKEA demonstrated something rare: cultural intelligence in action. The campaign was not perfect. It was a one-off. It measured reach, not relationship. But it proved something important: when a brand takes the time to understand a community's real needs, and designs a solution that honors its values, the result is not just marketing. It is a gift. As one guest put it, "I didn't know I needed this until I walked in." And gifts, unlike ads, are remembered. At Wusul, we believe that cultural intelligence means understanding not just what an audience does, but why they do it; and designing for the values that shape their decisions. IKEA's "Iftar at Ours" is a case study in what happens when a brand takes those values seriously. ## Frequently asked questions ### What is the ikea Iftar campaign? The Iftar at Ours campaign was a temporary initiative by IKEA GB, Mother, and Amaliah. It provided pop-up spaces in London and Manchester designed to resemble a familiar British Muslim home. These spaces allowed commuters to break their fast in a comfortable, communal environment rather than alone while traveling home during Ramadan. ### Why did ikea host Iftar? IKEA hosted Iftar to address the logistical and emotional challenges faced by Muslim commuters during Ramadan. Because sunset coincided with peak commuting hours, many Muslims were forced to break their fast alone while traveling. IKEA aimed to provide a welcoming, communal space where these individuals could pause and share the experience. --- ### Related reading - [Save The Children Competing In Ramadan's Attention Economy](https://wusul.io/insights/save-the-children-competing-in-ramadans-attention-economy/) - [Oxfam GB And The Zakat Question: Can A Secular Giant Enter Sacred Ground?](https://wusul.io/insights/oxfam-gb-and-the-zakat-question-can-a-secular-giant-enter-sacred-ground/) - [How Saudi Charity Molabyah Grew Conversions 159% With TikTok](https://wusul.io/insights/how-saudi-molabyah-association-used-tiktok-to-increase-donations-by-159/)