Lego Presentation
Case Analysis
March 29, 2012 Presented by:
Johnny Burns – Cara Dickinson Joe Martini – Jaime Mizrahi
Executive Summary
LEGO all started in the workshop of Ole Christiansen, who was a carpenter from Billund, Denmark. He began making wooden toys in 1932 and by 1934 the company LEGO was formed. LEGO expanded to producing plastic toys in 1947. By 1949, the infamous interlocking plastic pieces were crafted. The business of LEGO was ecstatic up until the 21st century. However, with an extreme focus on the interlocking brick concept, the wave of the internet was soon to knock LEGO off their brick reliance. With a high concentration on the LEGO Brick, competition providing other entertainment needs for children from computers and video games to software and robotics, LEGO suffered a large threat to dominance among child entertainment. LEGO witnessed this and acted by introducing various products to keep up with the wave of technology. These new product lines were profitable for the company, however, the brand of LEGO suffered. Confusion among consumers on what LEGO actually was and how to differentiate among their other products was occurring rapidly at the employee and consumer level. LEGO must rebrand the entire company at the local and global level to one main concept in order to take control of their brand. The strategy to implement is known as “Beyond the Brick.” This concept is driven by four simple components: Explore, Make & Create, Stories & Action, and Next. The first step is to drive consumers to the idea of play. LEGO’s mission statement is to nurture the child in each of us and this is proven highly in the concept. Once children are in the doors and given the opportunity of playing, they then have the ability to build with LEGO bricks. This construction of bricks and opportunity to construct revitalizes the classic and neglected creative side of LEGO. After using hands on work with bricks, children are given the possibilities of being involved in
March 29, 2012 Presented by:
Johnny Burns – Cara Dickinson Joe Martini – Jaime Mizrahi
Executive Summary
LEGO all started in the workshop of Ole Christiansen, who was a carpenter from Billund, Denmark. He began making wooden toys in 1932 and by 1934 the company LEGO was formed. LEGO expanded to producing plastic toys in 1947. By 1949, the infamous interlocking plastic pieces were crafted. The business of LEGO was ecstatic up until the 21st century. However, with an extreme focus on the interlocking brick concept, the wave of the internet was soon to knock LEGO off their brick reliance. With a high concentration on the LEGO Brick, competition providing other entertainment needs for children from computers and video games to software and robotics, LEGO suffered a large threat to dominance among child entertainment. LEGO witnessed this and acted by introducing various products to keep up with the wave of technology. These new product lines were profitable for the company, however, the brand of LEGO suffered. Confusion among consumers on what LEGO actually was and how to differentiate among their other products was occurring rapidly at the employee and consumer level. LEGO must rebrand the entire company at the local and global level to one main concept in order to take control of their brand. The strategy to implement is known as “Beyond the Brick.” This concept is driven by four simple components: Explore, Make & Create, Stories & Action, and Next. The first step is to drive consumers to the idea of play. LEGO’s mission statement is to nurture the child in each of us and this is proven highly in the concept. Once children are in the doors and given the opportunity of playing, they then have the ability to build with LEGO bricks. This construction of bricks and opportunity to construct revitalizes the classic and neglected creative side of LEGO. After using hands on work with bricks, children are given the possibilities of being involved in