IMD-3-1978 © 2008
Robertson, David; Crawford, Robert J.
In 2003; the LEGO Group had a number of favorable characteristics: it had a well-respected brand name with some extremely great toy lines. And it had actually been capable of extending the brand name into lots of locations such as toys; video games; clothes; style parks; motion pictures; and numerous others types of play; making substantial incomes (however not revenues). These modifications; combined with some inadequately prepared financial investments and a slump in the sales of some essential toy lines; integrated to practically put the LEGO Group out of company.
This was the biggest loss in the history of the business; and lots of experts thought that bankruptcy and possibly even the separation and sale of the business were most likely. It understood; to turn around the business; it had to enhance its general innovation system. 2) How to motivate all types of innovation (innovation in prices; company design; channel to market; branding; client experience; and so on) and collaborate these developments throughout the business.
In 2003; the LEGO Group had a number of favorable qualities: it had a well-respected brand name with some really great toy lines. And it had actually been able to extend the brand name into numerous locations such as toys; video games; clothes; style parks; motion pictures; and lots of others types of play; making considerable earnings (however not revenues). These modifications; paired with some improperly prepared financial investments and a recession in the sales of some vital toy lines; integrated to practically put the LEGO Group out of company.
Subjects: Innovation; Product Development; Open; Turnaround; Customer-driven; Renovation
Settings: Denmark; Toys; 2003 Revenue DKK 9.5 Billion (€1.2B); 2003
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