| Strategic Analysis of the LEGO Group of LEGO Group | | | Business Policy and corporate strategy 9th January 2012 Strategic Analysis of the LEGO Group Discussion and evaluation of strategies adopted by Lego during 1995-2009 Strategies adopted by Lego 1995-2009 Strategies are processes businesses carry out‚ the directions they take and the decisions they make to reach their goals (Thompson & Martin‚ 2005). Strategic models such as the Ansoff matrix can be used to aid companies
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Kaur-LahrmannSubject: Management Tools | THE LEGO GROUP 1. In this case I have identified some key characteristics that are in relation with the strategy that LEGO has been following. In the 1970-1980 decades‚ environment was hostile. There was a huge oil crisis‚ and there were too much difficulties. However‚ LEGO maintained its philosophy‚ and their image of unique and iconic brand. Competence was also hard‚ with Mattel and Hasbro in the market‚ but LEGO sustained its powerful position. If we focus
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Strategic Analysis of the 2004 LEGO Group Crisis Abstract LEGO Group is a worldwide‚ well-known toy manufacturing company. In 2004‚ the company was faced with a major financial crisis and a major decision to make. Do they try to save the business or not? Through strategic analysis of the company’s external and internal environments‚ many contributing factors became evident. External Analysis The external environment facing LEGO “consists of many external conditions and forces that have the potential
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1. What has led the LEGO group to the edge of bankruptcy? External threats (macro PEST‚ micro Porter’s 5 forces) giant conglomerates dominating industry (risk of being taken over) p.2 competing rising costs while competitors outsource p.2 pressure from big retail customers with power? e.g. Walmart‚ Target p.2 negative industry trends in toy industry p.1 1) fad toys are rising and product life cycles declining. threat of shortening/declining life cycle despite rise of fad toys
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The company LEGO is a famous toy manufacturing organization headquartered in Billund‚ Demark. It was founded in 1932 and owned by the family Kristiansen. In 1934‚ the founder stumble upon the name LEGO‚ which stands for Leg Godt and meaning “play well” in Danish. The major products of the company LEGO are LEGO-brand toys‚ which consisting most of the interlocking plastic bricks. LEGO also introducing its own system‚ which means that thousands of building elements can be easily combined with numerous
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BUSI 1484 – Managing Strategy Portfolio 1 The LEGO Group Analysis June 26‚ 2013 Word count: 1‚517 Table of contents Title | Page | 1. Application of the PESTEL analysis | 3 | 2. Application of the Porter’s Five Forces Analysis | 4 | 3. Application of the TOWS Matrix | 6 | 4. Conclusions | 7 | 5. Figure | 8 | 6. References | 8 | In this assignment the LEGO Group are examined by using a PESTEL analysis (Turner‚ S.‚ 2002‚)‚ Porter’s Five Forces framework and
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The Problem How can LEGO expand its current product lines‚ and what strategy should LEGO formulate to maintain market dominance and financial success in future? External Analysis Using SWOT analysis (Appendix A)‚ there are a few factors that are LEGO’s strengths. Its brand name‚ experience in the industry and ability to use innovative technology have allowed them to position themselves as one of the leading forces in the toy-building market‚ and this gives them a competitive advantage over their
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October 2011 ANALYSIS OF THE LEGO GROUP Daniella Pascu Daniella Pascu Helvijs Smoteks Noelia García Csaba Precub Keystrokes: 27205 Teachers: Meg Sønderlund Peter Storm-Henningse Executive Summary This project is a case study of the LEGO1 Group to analyse the company´s current situation‚ its future campaign strategy and its further potential of innovate development. The objective is to analyse the management strategy in an objective perspective and find out how a company such as LEGO reaches a certain
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The Lego Group Case: The Crisis Prior to finalizing a strategic recommendation for Knudstorp and the Lego Group‚ I needed to gain perspective on the industry and internal factors that have historically interfered with Lego’s business model‚ and thus lead them to the point of bankruptcy. In Exhibit A‚ I used the Porter’s five forces model to help identify and label the threats‚ demands‚ trends and opportunities of the toy industry. While Lego faced many different types of challenges‚ market trends
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