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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 predefined stores, characters, or universes. Jump into an epic battle of Star Wars, fly around with Harry Potter, or save the day with Jack Sparrow are all possibilities. Finally, the main component is to transition consumers to other product lines from the brick product. One example is for children to realize they have a connection with Harry Potter and to then make that transition to a Harry Potter video game. With the introduction of the “Beyond the Brick” campaign, the global and local vision of the brand will be static. Having this focus on the heritage of where the company comes from to then transition consumers to other product lines is ideal for the company’s success. LEGO will see extreme growth by introducing this strategy for overall brand management.

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Table of Contents
Current Situation and Problem Analysis ................................................... 4  Current Performance  Strategic Position  Corporate Governance & Key Management SWOT Analysis ......................................................................................... 5     Strengths Weaknesses Opportunities Threats

Situational Analysis ................................................................................... 6  Strategic Factors Strategic Alternatives ................................................................................ 8  Beyond the Brick  Independent Unit Concentration  Age of Technology Recommendation ....................................................................................... 9 Implementation ........................................................................................ 10 Evaluation ................................................................................................ 10

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Current Situation and Problem Analysis
As with any business, LEGO’s audience has continuously changed since the company started. Changes in children’s development and play patterns, the increase in technology...
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