Innovating a Turnaround at Lego

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LEGO Case Report: Starting in 1932 in when it was founded by Ole Kirk Christiansen, LEGO has had a vision to “inspire children to explore and challenge their own creative potential.” The company has since grown into a multinational firm and in 2009, it was the world’s fifth-largest manufacturer of toys in terms of sales. An initial analysis of the toy industry will shed some light on LEGO’s success and problems. In the traditional toy industry, there is a low entry barrier in which a company can easily create immense market share if they can manufacture a fad product. LEGO has amazingly circumnavigated this risk as they have sustained mass production of the LEGO brick since its inception. One of the only major entry barriers is customer loyalty. Brands like Playskool and LeapFrog have created product ladders in which they tailor a central product to multiple age groups so that a child can “grow with the brand.” LEGO has capitalized on this strategy and has created a number of categories of similar products to appeal to kids of many different ages (e.g. DUPLO, LEGO CITY, BIONICLE). The threat of substitutes stems mainly from electronic devices. Their main advantage is the fact that they will not be outgrown, like a traditional toy will be. Suppliers in the industry have little bargaining power and this is due to several reasons. There are many suppliers which has led to much price competition and the cost of production is low for most toys. Also, toys are not necessities, so demand tends to be seasonal. To reflect demand fluctuations, LEGO alters their production to meet differing levels of demand, producing 60% of their items in the second half of the year. The toy industry requires its players to continually research and develop items because if there is not educational, creative, or entertainment benefits to the toy, then it will not sell. The industry as a

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