Transcription
LEGO Strategy and Value CreationThe Lisbon EMBA2019-2021Group 6Christian LuwischIsabel VianaMadalena ReisNuno SousaPedro TeixeiraGroup 9Ana Júlia AlmeidaJoão FalcãoLuis CostaNádia JamalTiago Fonseca
LEGO – Strategy and Value Creation The Lisbon MBAThere are a lot of skills around resilience and problemsolving and creativity that you learn through play.Niels Christiansen, CEO of LEGO 1
LEGO – Strategy and Value Creation The Lisbon MBACONTENTS1Executive Summary . 62Company Overview . 73Environmental Analysis . 103.1Macro-environment . 103.1.1 Sociocultural Environment . 103.1.2 Economics . 113.1.3 Technological Environment . 113.1.4 Ecological. 123.1.5 Political-Legal . 123.2Micro-environment . 153.2.1 Customers . 153.2.2 Competition. 253.2.3 Suppliers . 293.2.4 Industry . 303.34Key Success Factors. 33Organization Analysis. 354.1Resource and Capabilities . 354.2Core Competencies . 394.3Strategic Fit . 444.3.1 By Demographic Segmentation . 444.3.2 By Product Type Segmentation. 474.4SWOT Analysis . 494.5New SWOT Analysis . 524.6EGOS Map . 564.6.1 Ole Kirk Christiansen . 564.6.2 Niels Christiansen . 564.6.3 LEGO Company . 575Business Model and Sustainability . 595.1Business Model . 595.2Sustainability . 652
LEGO – Strategy and Value Creation The Lisbon MBA5.2.1 Economic sustainability . 665.2.2 Environmental Sustainability . 675.2.3 Social Sustainability . 695.2.4 Governance Sustainability . 706Objectives and Strategy . 736.1Vision and Mission and Values . 736.2Objectives . 766.3Value Creation . 796.3.1 Value Creation for Customers . 796.3.2 Value Creation for Shareholders . 856.3.3 Value creation for Employees . 896.3.4 Value Creation for Community . 907Business Strategy: Products-markets . 927.1Products-Markets Matrix . 937.2Ansoff Matrix . 967.2.1 Market penetration . 977.2.2 Product development. 987.2.3 Market Development . 997.2.4 Range Diversification. 100897.3Products-Markets Evolution . 1027.4Generic Strategies . 1037.5Innovation Strategy . 104Vertical Integration . 1088.1Value Creation . 1108.2Modes of Vertical Integration . 1118.3Strategic Outsourcing . 112Internationalization . 1159.1Foreign markets evaluation and country attractiveness . 1169.2Competitive advantage of the nations – national diamond . 1189.3Sector clusters . 1209.4Internationalization modes . 1229.5Country and firm advantage. 1229.6Internationalization stages . 1233
LEGO – Strategy and Value Creation The Lisbon MBA9.710International integration and responsiveness . 126Diversification . 12710.1Diversification matrix . 12810.2Business Portfolio Planning. 13010.2.1 GE/McKinsey matrix . 13110.2.2 BCG Matrix . 13211Corporate Development . 13411.1Value creation in corporate development . 13411.2Corporate Development Alternatives . 13511.2.1 Internal development . 13611.2.2 External development . 13611.312Evolution of corporate development . 144Planning . 14612.1Organizational structure. 14612.2Strategic and Operational planning . 14712.312.4 Planning under uncertainty . 14812.3.1 12.4.1 Planning with Scenarios . 15013Implementation. 15513.1Departmental Structure . 15513.2Functional Management . 15713.2.1 Human Resources . 15813.2.2 Research and Development . 15813.2.3 Operations . 15813.2.4 Marketing & Sales . 15813.2.5 Finance . 15913.2.6 Information Systems . 15913.3Process Management . 16013.4Project Management . 16114Control. 16314.1Organizational Structure . 16314.1.1 Board of Directors and Executive Leadership Team . 16414.1.2 Board of Directors and Executive Leadership Team . 16614.2Balanced Scorecard . 1664
LEGO – Strategy and Value Creation The Lisbon MBA14.315Reward. 169Conclusions & Outlook. 1705
LEGO – Strategy and Value Creation The Lisbon MBA1 EXECUTIVE SUMMARYBorn in Denmark in 1932 as a small carpenter’s workshop, LEGO Group is currently a modern,global enterprise being the world’s largest manufacturers of toys.The Toy and Games industry is very competitive a
LEGO ’s success is also a result from key strategic partnerships allowing diversification with products such as movies and games but also theme parks. LEGO Group is present in more than 130 countries, owns more than 570 stores and 5 manufacturing plants.
