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1. Introduction ............................................................................................................................................. 2 1.1 Background ........................................................................................................................................ 2 1.2 Problem formulation .......................................................................................................................... 2 1.3 Market definition ............................................................................................................................... 3 1.4 Methodology ..................................................................................................................................... 3 2.The External environment......................................................................................................................... 3 2.1 Macroenvironment ............................................................................................................................ 3 2.1.1: PEST- analysis ............................................................................................................................. 3 2.1.2 Macroenvironment: Friend or Enemy? ........................................................................................ 5 2.2 Immediate industry and competitive environment ............................................................................. 6 2.2.1Dominating economic features of the toys and games industry: ................................................... 6 2.2.2. Competition ............................................................................................................................... 6 2.2.3. Industry driving forces ................................................................................................................ 7 2.3 The external environment strategically: Opportunities and threats .................................................... 8 3: The internal environment: strength and weaknesses ............................................................................... 9 3.1. The LEGO Groups Strength and weaknesses ..................................................................................... 9 3.1.1. Strengths .................................................................................................................................... 9 3.1.2. Weakness ................................................................................................................................... 9 3.1.3 Overall the LEGO Groups internal environment .......................................................................... 9 3.2. Think Global, act local strategy. ........................................................................................................10 3.3. Recommendation .............................................................................................................................10 3.3. Goals and results ..............................................................................................................................11 4. Conclusion ..............................................................................................................................................11 Bibliography ...............................................................................................................................................12 Books ......................................................................................................................................................12 Articles and reports.................................................................................................................................12 The LEGO Groups information ................................................................................................................12 Online sites and databases ......................................................................................................................13 Appendixes .................................................................................................................................................14
1. Introduction
1.1 Background
The story started in 1932, when the founder Ole Kirk Kristiansen a Danish carpenter, decided to extend his carpentry business by manufacturing a line of simple, hand-carved, wooden toys. 1Today the LEGO group is a global brand of toys, with 78.7% of its total value sales in 2008 generated in Western Europe and North America2. Furthermore the LEGO group ranked number 8 in the world, and has a world market share around 1.4%3 The Danish global toy company the LEGO group has seen ups and downs throughout its history. However, the LEGO group has seen continued growth over the previous five years, and sales have increased by double digit growth rates in the last few years4. (See appendix 2 for the LEGO Groups financial highlights) In 2009, value sales in the global market for toys and games declined by 1.3% from prior year, reaching just over US$138.6billion5.Furthermore Value sales of traditional toys and games declined by nearly 3% from prior year.6 The LEGO group is interesting to analyze, because it is a company that experienced growth from 2008 to 2009, when the world market for toys and games declined. Expecting continued growth in sales, The LEGO group has a focus on growth in the years ahead.7 On the basis of growth, the LEGO group has defined seven growth initiatives, one of them being: Seed emerging markets: The LEGO group does not yet enjoy a strong market position in markets such as china, Mexico, Brazil and India. These markets are expected to see strong growth in the future, and the LEGO group plans to invest in developing them.8 This project will focus on the LEGO Group, and their expansion of its market share in china.
How can the LEGO group strategically expand its market share in china?
The problem formulation will be answered through a couple of sub questions that will be answered throughout the analysis:
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What are the opportunities and threats for the LEGO group in China? What does the market for toys and games look like in china? How is the competition for toys and games in China? What type of strategy should the LEGO group execute in order to increase market shares in China?
International directory of company histories pg. 287 Euromonitor InternationalLEGO group toys and games world April 2010, pg. 15. (see appendix 1) 3 Eurominotor International: Toys and games 2010: Treds, Development and prospects, December 2009. However the LEGO group is ranked number 4 in the world of traditional toys according to the LEGO Groups company profile 2010 pg. 9. 4 Company profile: An Introduction to the LEGO group 2010, pg. 6 5 Euromonitor International: toys and games: Treds, developments and prospects pg. 4 (see appendix 3) 6 Euromonitor International: toys and games: Treds, developments and prospects pg. 4 (see appendix 3) 7 Company profile: An introduction to the LEGO group 2010, pg. 6 8 Company profile: An introduction to the LEGO group 2010, pg. 6
1.4 Methodology
This project is based on desk-research. The models, graphs, and calculations created are enclosed in the appendixes at the end of the project, along with the most important numbers, figures and graphs found and used. The strategic analysis begins with an analysis of the external environment; first an analysis of the macroenvironment , followed by an analysis of the immediate and competitive environment on the Chinese market. The macroenvironment is analyzed using the PEST model. The political, economical, societal and technological factors that may affect the LEGO Group in China are indentified in the model (see appendix 5), and the primary weak forces that are concluded from the PEST are analyzed. The Legal, and environmental factors are not included in this analysis, since the project is primarily based on the different societal values and consumer differences there are in China. The competitive forces are analyzed with a Porters five forces (see appendix 13). Furthermore the dominating economic features and driving forces of the industry is identified, and analyzed to get an overall idea of the market, to find the opportunities and threats that the LEGO Group must be aware of. After the external analysis, the focus turns inward, towards the LEGO Group itself, with looking at the internal situation. This is a short analysis of the LEGO Groups strengths and weaknesses. These are needed to look at to see if the LEGO Group has the means to follow through with the opportunities they should siege. From the analysis, a strategy is crafted for the LEGO Group, on how it might increase its market share in China.
This includes: dolls/figures, activity/construction, indoor games, infants, pre-school, model vehicles, soft/plush toys, outdoor games and other traditional games 10 Both videogame hardware and software 11 The PEST-model and analysis of the Chinese market is seen in Appendix 5
having the biggest strategy-shaping impact typically pertain to the companys immediate industry and competitive environment.12 2.1.1. A: Macroenvironment in the short run Looking at the PEST factors, there are eight trends and conclusions that can be drawn that can have an effect on the LEGO Group in the short run. The one main and golden conclusion from the PEST analysis is that all figures and numbers show that China is becoming richer, with increased GDP, consumption is increasing, and thus demand is increasing. This also have an effect on the demand for toys and games. Thus there is opportunity for sales and profit in china. From the PEST there are three threats to the LEGO Group. The first threat is that the Chinese government does not completely enforce foreign intellectual property rights. The second threat is the governments one child per family policy, which is decreasing the number of children in China. Third is the trend that children are getting older faster, moving away from playing with toys. Competitively it is a problem for the LEGO group and other toys and games manufactures - if China does not enforce foreign intellectual property rights. It makes the LEGO Group vulnerable to local manufacturers producing similar products. The governments one child per family policy is decreasing the customer base. The customer base is also getting smaller because of the trend of children are getting older faster. Looking at the PEST, the LEGO Group must be aware of a demographic/economic challenge that appears in china. There is a significant gab in income, China is actually still poor when viewed on an income per person basis, but increasing urbanization across inland as well as coastal China is ensuring continued growth in prosperity, affecting increasing numbers of Chinese.13 The income gap between the vast interior rural China and urban China is substantial, with urbanites average yearly disposable income in 2009 dwarfing that of the rural population at US$ 2,700 versus the rural average of just US$ 70014 Furthermore the rural population is slightly larger than urban. For the LEGO Group, this means that there the population is segmented into two very different groups, which calls for two different types of marketing and maybe even prices. There are also three opportunities that can be concluded from the PEST. The first is a rising middle class. The second is a change in lifestyle and values, and the third is the increase of the use of e-commerce. The middle class is rising, and in 2013 China will surpass the USA with the highest number of middle-class households.15 A middle class income is defined as an annual disposable income in excess of US$10,000. 16 With North America being the biggest market for toys, this may indicate that China is moving towards American spending habits, and thus there is opportunity for increasing sales in China. The Chinese values and lifestyle have changed17 to be more status, brand and luxury oriented. This change in lifestyle can benefit the large global companies with strong global brands. Furthermore the Chinese
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Thompson, Strickland and Gamle Crafting and executing strategy pg. 57 Euromonitor International: consumer lifestyle China, December 2010, pg. 18-19 14 Euromonitor International: Consumer lifestyle China, December 2010, pg 19 (and 15 Euromonitor International: Toys and games: how demographics and income shape demand oktober 2010, pg. 26 16 Euromonitor International: Toys and games: how demographics and income shape demand oktober 2010, pg. 26 17 Euromonitor International: consumer lifestyle China, December 2010, pg. 1-5 and Euromonitor International country market insight, November 2009: toys and games china. Pg 1
consumers are getting more focused on the environment, safety and quality, but are still a pragmatic consumer, that wants value-added to their purchases. The LEGO Group must take advantage of this situation, especially because the LEGO Group can live up to that type of expectations. Another important societal factor in the short run is the small emperors18 and the baby-boomer grandparents19. A segment where the children are being spoiled and grandparents are ready to spoil their only grandchild. In China, one of the parental focuses is academic excellence. This is a fact that the LEGO Group can use, since it believes it is very important to be learning through playing 20 In the short run technology gives the LEGO Group an opportunity, because it opens up for internet distribution channels. E-commerce popularity may get a companys market share to increase, by reaching out to different types segments of the market. There is also a trend of networking online and blogging, which is a trend manufacturer, can use to create customer groups, brand loyalty and network cultures. 2.1.1. B: The macroenvironment in the long run From the PEST analysis, there are also some factors that the LEGO group must be aware of. There are three conclusions to note, that might affect the LEGO Group. in the long run there are two opportunities, and one threat. It is an opportunity in the short run that there is increased awareness of brands, status, and luxury. This may cause the consumers to substitute the cheaper (perhaps local) products for the well known brand. In the longer run, this may result in local and smaller manufacturers to run out of business. If this happens, then theres an opportunity to gain market shares for the LEGO Group. The rise in urbanization will also create an opportunity in the long run. With people moving to the cities this will also increase income and consumption. This can eventually increase demand for better products too such as the LEGO products. Technologically the LEGO Group is facing a big threat all over the world. The LEGO Groups core products are traditional toys and games, thus with in increased demand for technology and Video games this may decrease demand for traditional toys and games. However game consoles are the most expensive form of toy and with the current income levels in china this technology does not pose a big threat in the short run. In the long run with increased income in China, it might become a big threat to the LEGO Group 2.1.2 Macroenvironment: Friend or Enemy? In the short run there are both threats and opportunities. The opportunity for increasing sales and profit is there, because of the change in lifestyle and the forecasted large increase in disposable income. The golden opportunity probably outshines the threats, and does make the emerging Chinese market seem very attractive. In the long run, the technology threat is one thing the LEGO Group must be prepared to deal with. The LEGO Group is already working on inventing video games, and has the LEGO Universe online trying to deal with this threat. These products are however not the LEGO Groups core product, but perhaps it should try gaining a competitive advantage with their brand name. Furthermore there is still an opportunity for increasing market shares and sales in the long run.
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A nick-name for the only child, that is being spoiled by the parents in China Baby-boomer grandparents are from the large population, before the one-child per family policy. 20 Company profile: an introduction to the LEGO group 2010
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See appendix 11 See appendix 9, 10, and 12 for the LEGO Groups market shares. 23 the worlds leader in the traditional toys and games industry Company profile: An introduction to the LEGO group 2010 24 Euromonitor International: Toys and games 2010: trends, development and prospects, December 2009, pg. 64-65 25 Appendix 13: Porters 5 forces
Rivalry is usually the strongest force in the porters five force analysis. The strong forces in the market are from the rivals, and from substitute industries. The weak forces are from the supplies, buyers, and from new entrants. In the industry there are low switching costs, making it easier for the consumer to change from playing with construction toys, to playing with model vehicles. There are a large number of rivals all competing for the consumers attention, wanting them to buy their product. Thus the competitive force amongst rivals is very strong. Nonetheless, there are high switching costs from traditional toys to video games, since it requires a game console, or computers. Ergo there is a stronger competitive force between the different categories of traditional toys and games, than between the traditional toys and games and the video games on the Chinese market. However, has the game console first been purchased, then switching cost will be low. Substitute products to toys and games are sports, hobbies, extracurricular activities, and school. The many only children are all encouraged to attain the highest levels academically, and excel in extra-curricular activities such as music, art and sports.26 This is a strong force in the competitive environment, because the parents may prefer their children learning and being active rather than playing with toys and games. The negative forces magnitude is also increased when including a look at a Childs activities during a day The average primary school child will take home an hours worth of homework per night, increasing to a recommended three hours for secondary school childrenthe school day begins at 8:00 hours and finishes between 17:00 and 18:00 hours depending on class choices.27Overall, this is a threat in the toys and games industry in china. The Chinese consumers buying bargaining power is very weak, since demand is growing rapidly, this is creating a sellers market in China. There is no doubt that there is competition in the toys and games industry in China, with such a large number of popular brands all competing for a bigger piece of the Chinese market cake. The two strong forces in on the Chinese market are the substitute industries of sports, hobbies and school, and the strong competition between rivals for market shares. Collectively, the strength is towards a sellers market, where brands and status is becoming increasingly popular. Rivalry is usually the strongest force, and this is also the case on the market for toys and games. Even though the competitive force of the substitute industries is strong, the collective strength is conductive for creating a profit. 2.2.3. Industry driving forces Currently there are three different driving factors affecting the industry in China. Societys strive for academic excellence, does affect the toys and games industry in China. The opportunity cost of playing with toys might be doing homework, and thus with a preference for school, the playing part can drive the market in a negative direction. The other factor driving the market is technology. Along with the children getting more interested in other things, video games, computer and high-tech technology becomes products children rather have28. Thus
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Euromonitor International: Consumer lifestyle Chine, December 2010, pg. 36 Euromonitor International: Consumer lifestyle Chine, December 2010, pg. 36 28 Euromonitor International: Toys and games 2010: trends, development and prospects, December 2009, pg. 64-65
the industry is moving away from the traditional toys and games29. The segment buying traditional toys and games that used to be 3-14 years old might get smaller and smaller, with buying preferences changing. This factor may not be large in China yet because of the low income levels; however there is a trend with increasing income and buyer preference that could indicate that China will move in the same direction as the rest of the world in the long run. The last driving force is societys change in behavior towards becoming more safety, quality and environmentally oriented. All driving forces can have a negative impact on the traditional toys and games industry, and the two societal preferences can have a negative effect on the entire toys and games industry. Safety and quality can increase production cost, if a company have to spend money on product safety innovation, and complying with safety regulations. Demand can decrease, competition become more intense, and the profitability may become lower. The LEGO Group must be able to prepare for these changes by being innovative. The LEGO Group must focus on their innovative products with technology, along with their corporation with Microsoft, and the LEGO Network is a way to reach out to the older segment, and continue to giving them interesting products. Social networking has become very popular, and with the internet creating the LEGO network is one way to promote its products, but also reaching out to new or lost customer groups. For the LEGO Group, the societal changes in preferences is an opportunity, because the LEGO DUPLO Brick is safe for youngest children to play with, and the LEGO Groups value chain is restructured to sustainability. The LEGO products are for teaching creativity and has a learning outlook, thus with partnering with schools, academic excellence may even be a positive driving force for the LEGO Group.
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Euromonitor International: Country market insight, November 2009: Toys and Games China, pg. 3
The LEGO Group may focus on the learning attributes of the toys, getting into alliances with schools. The LEGO Group may also take advantage of the Chinese being pragmatic, and have a focus on value-added attributes to a product. The LEGO Group needs to make the consumers aware of their corporate culture, and the feeling of corporate social responsibility it has. The Chinese - and the world- population is becoming increasingly aware of what type of world we leave behind for the children. Since the LEGO Group has this as a corporate culture, this needs to be communicated to the consumer. A threat -and an opportunity- for the LEGO Group is the increased innovation and technology that drives the market for toys and games. The LEGO Group is already in licensing agreements, with figures the children know from movies30 etc., and they also have the LEGO Mindstorm,31, the new video games, and the LEGO Universe an online game. The LEGO Group needs to focus on such product innovation, in order to keep the products being interesting for the children. Furthermore the LEGO Group must focus on their video games, and the virtual world of networking. These factors along with the increase in e-commerce is somewhere for the LEGO Group to place focus, because it has come to stay, and may just evolve further.
30 31
See appendix 4 for the LEGO Products, and licensing products. Robotics for the older children segment 32 Euromonitor International: LEGO Group toys and games world, april 2010, pg. 6. 33 See appendix 2 for financial highlights
With very impressive financials for the LEGO Group, there is room for spending money on a focus strategy on China. The money can be spend on marketing the LEGO brand.
3.3. Recommendation
The LEGO Group must craft a think global act local strategy for China. With the global strategy still being a niche differentiation generic strategy. The LEGO Group should focus on aggressive marketing for the parents and teachers. Reeducate them, by teaching them that the LEGO products are so much more than just a toy; it is a way of learning. This focus needs to be marketed to the Chinese consumer. Along with this the LEGO Group should emphasis on the value-added that there is with the LEGO Bricks. Furthermore emphasize that the LEGO brick can be used again by many generations, and the LEGO Groups corporate culture of sustainability means that buying a LEGO product equals buying a product that is being produced and distributed environmentally correct. The LEGO also needs to focus on technology creating the network for the builder of tomorrow. With regards to the trade-off between either being just a luxury brand, or perhaps develop a product for a lower income group a discount toy the LEGO Group should keep branding itself as a luxury and quality product. With an increasing urban population and income, there is demand for quality and brands in China.
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4. Conclusion
China is currently a market with great promise for growth, with a fast expanding middle class, and increasing urbanization. This is an opportunity for growing profits in China for the LEGO Group. The market for toys and games in china is currently a small, but growing market. The market is very fragmented and differentiated, with many small rivals, making it a very competitive environment. Substitute industries are also strong competitors to the toys and game industry. However currently, with increased in consumption and demand it is a sellers market in China. Strategically in order for the LEGO Group to expand its market shares in China, it must execute a think global act local strategy. The LEGO Group must remain a niche company, however with different marketing, and perhaps products in China. With the different lifestyle and values in China the local part of the LEGO Groups think global act local strategy should focus on academic excellence and learning through playing. This should be done with an aggressive marketing approach. Reeducating the Chinese consumers to learn that the LEGO Products are much more than just a toy, it is learning and creating: inspire and develop the builders of tomorrow. The LEGO Group must also emphasize its marketing on how the LEGO Group adds value to its product by being environmental friendly throughout its value chain. Last but not least, the LEGO Group must focus on being innovative and reaching out for new consumers through its webpage, and expanding their network for the LEGO users. There is demand for luxury and brands in China, thus the LEGO Group does not currently need to come up with a product line of discount products. only the best is good enough
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Bibliography
Books
Crafting and executing strategy: The quest for competitive advantage: Concepts and cases Thompson, Strickland, Gamle. Seventheenth Edition, McGraw-Hill International edition 2010 International Directory of Company histories. Ed. Jay P. Pederson. Vol. 40. Detrout: St. James Press, 2001
Encyclopedia Encyclopedia of Global industries: Toys and sporting goods 4th ed. Detroit: Gale, 2007
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Appendixes
Appendix 1: The LEGO Group value sales shares by region 2008 Appendix 2: Financial highlights Appendix 3: Negative growth for overall toys and games in 2009 Appendix 4: The LEGO products Appendix 5: PEST Appendix 6: Market data China: Toys and games Appendix 7: World sales of toys and games in comparison to sales in China. Appendix 8: sales of toys and games Appendix 9: Market shares for the toys and games industry in China Appendix10: Market shares for the traditional toys and games industry in China Appendix 11: different categories of traditional toys and games Appendix 12: The LEGO Groups market shares and estimated sales in China Appendix 13: Porters Five Forces Appendix 14: Goals and calculations
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