Callum's presentation 2013
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Lego was founded in 1958 by Ole Kirk Christiansen and approximately 20 billion bricks are produced each year. The author loves Lego because it is fun to build with and there are many different designs that can be created. They enjoy collecting Lego City and Harry Potter sets and have a large collection of mini-figures. They visited Legoland in the UK and are looking forward to visiting the one in Florida next year.
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New LEGO® campaign.pdf
Hello,
Today, I am going to tell you about LEGO campaign.
I love LEGO very much when I was a child, so in the future, I am very happy if I could one day work with them.
Chapter lego01
Curious about the entrepreneurial adventure behind inspiring brands, Brand and Strategic Professional Martijn Arets decided to quit his job, hand in his lease car, ignore all uncertainties and follow his dream. For five months, he travelled more than 15,000 kilometres across Europe in a one-of-a-kind 1971 Volkswagen T2 camper van, meeting with the founders, CEOs and brand managers of 20 authentic European brands in what was to prove a unique trip: Brand Expedition. On popular demand, he has bundled the lessons and stories behind 20 appealing European brands such as Lego, Mini, Skype, The Body Shop and Adidas to create Brand Expedition, the book.
More information? Check www.brand-expedition.com or send Martijn a Tweet: @martijnarets.
The Lego Legacy - CBS News
In toy stores everywhere the final rush is on, but in a business that is often ruled by fads there a...
The Lego Legacy - CBS News
In toy stores everywhere the final rush is on, but in a business that is often ruled by fads there a...
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions
1. What were LEGO's main expectations and learnings from the relationship with Flextronics?
2. What are the key challenges in maintaining a relationship like the one between LEGO and Flextronics?
3. How can LEGO handle the supply chain complexity to improve knowledge sharing, flexibility and coordination?
4. Discuss the key considerations when outsourcing or offshoring production.
LEGO Case study
On March 18, 2011, Jørgen Vig Knudstorp, CEO of the LEGO Group, strode out of the cafeteria at company headquarters in Billund, Denmark, and turned right into the packaging area. He had just witnessed a discussion between Bali Padda, Executive VP of Global Supply Chain, and Mads Nipper, Executive VP of Markets & Products, that had ended without clear decisions. Knudstorp wanted Padda and Nipper to know that he was available to help with the decisions if necessary.
Known among families worldwide for its iconic brick-based toys, the LEGO Group was privately held by the Kirk Kristiansen founding family and had been committed since its early days to developing the imaginations of children. A rocky decade had culminated in a near-death experience in 2004, but the Group had gotten back on track under Knudstorp’s leadership. Between 2004 and 2010, the Group’s revenue had grown by 165% in a stagnant global toy market, making it the world’s fourth largest traditional toy maker. By 2010, its return on invested capital soared above 160%. (See Exhibits 1 and 2 for selected financials and the company’s organization.)
Padda and Nipper had started their annual negotiations on how many new components product designers would have available for their new products. (A “component” was a LEGO® brick of a particular shape in a specific color or with a specific decoration.) Since the 2004 crisis, LEGO Group leaders had tightly controlled the component count; setting the next target was always difficult. Nipper felt that Padda’s target was not compatible with the new products that designers envisioned, especially a proposed line of buildable games. “With that target, we’d have to drop half of our projects, including the new games line. We need to add groundbreaking developments like games to sustain our growth. We can’t achieve that with this target.” But Padda had never been convinced by business-case arguments that tried to justify adjustments to production. In addition, the idea of complex buildable games raised a red flag in his mind; this was not about adding just another brick shape. A number of LEGO employees were convinced that the company should enter the games market with a new product line, but Padda and many others had their doubts.
The Toy Industry
As Knudstorp reflected on the component count and games decisions, he considered the evolution of the global toy market. The industry booked wholesale revenues of $83.3 billion in 2010. The retail market for toys grew at a steady pace of about 4% per year, but demand for spe ...
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions
1. What were LEGO's main expectations and learnings from the relationship with Flextronics?
2. What are the key challenges in maintaining a relationship like the one between LEGO and Flextronics?
3. How can LEGO handle the supply chain complexity to improve knowledge sharing, flexibility and coordination?
4. Discuss the key considerations when outsourcing or offshoring production.
LEGO Case study
On March 18, 2011, Jørgen Vig Knudstorp, CEO of the LEGO Group, strode out of the cafeteria at company headquarters in Billund, Denmark, and turned right into the packaging area. He had just witnessed a discussion between Bali Padda, Executive VP of Global Supply Chain, and Mads Nipper, Executive VP of Markets & Products, that had ended without clear decisions. Knudstorp wanted Padda and Nipper to know that he was available to help with the decisions if necessary.
Known among families worldwide for its iconic brick-based toys, the LEGO Group was privately held by the Kirk Kristiansen founding family and had been committed since its early days to developing the imaginations of children. A rocky decade had culminated in a near-death experience in 2004, but the Group had gotten back on track under Knudstorp’s leadership. Between 2004 and 2010, the Group’s revenue had grown by 165% in a stagnant global toy market, making it the world’s fourth largest traditional toy maker. By 2010, its return on invested capital soared above 160%. (See Exhibits 1 and 2 for selected financials and the company’s organization.)
Padda and Nipper had started their annual negotiations on how many new components product designers would have available for their new products. (A “component” was a LEGO® brick of a particular shape in a specific color or with a specific decoration.) Since the 2004 crisis, LEGO Group leaders had tightly controlled the component count; setting the next target was always difficult. Nipper felt that Padda’s target was not compatible with the new products that designers envisioned, especially a proposed line of buildable games. “With that target, we’d have to drop half of our projects, including the new games line. We need to add groundbreaking developments like games to sustain our growth. We can’t achieve that with this target.” But Padda had never been convinced by business-case arguments that tried to justify adjustments to production. In addition, the idea of complex buildable games raised a red flag in his mind; this was not about adding just another brick shape. A number of LEGO employees were convinced that the company should enter the games market with a new product line, but Padda and many others had their doubts.
The Toy Industry
As Knudstorp reflected on the component count and games decisions, he considered the evolution of the global toy market. The industry booked wholesale revenues of $83.3 billion in 2010. The retail market for toys grew at a steady pace of about 4% per year, but demand for spe.
Into the LEGO World
Creating the LEGO mood and promoting the LEGO style.
LEGO Group wants to embrace a digital transformation to be more attractive and exciting. To this purpose it must undertake some initiatives to mix harmonically atoms and bits and create a new kind of experience for its stakeholders, the builders of tomorrow.
This document provides an overview of some issues I have noticed from outside and offers some suggestions. It does not mean to be a comprehensive solution, but just a poke to undertake some changes.
ROLE MODEL: JORGEN VIG KNUDSTORP (LEGO CEO)
Descriptive explanation about how Jorgen Vig Knudstorp, The Lego CEO brings Lego from near brakprutcy to the biggest toy company in the world.
Principles of marketing
Lego is the toy making company which was introduced in 1932 in DENMARK. In 1934,company came to be called ‘LEGO” from the Danish phrase “LEG GODT” which means play well . This Danish company was registered in 1958 though it had been manufacturing blocks since 1932.
and also in macro and micro environment
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New LEGO® campaign.pdf
Hello,
Today, I am going to tell you about LEGO campaign.
I love LEGO very much when I was a child, so in the future, I am very happy if I could one day work with them.
Chapter lego01
Curious about the entrepreneurial adventure behind inspiring brands, Brand and Strategic Professional Martijn Arets decided to quit his job, hand in his lease car, ignore all uncertainties and follow his dream. For five months, he travelled more than 15,000 kilometres across Europe in a one-of-a-kind 1971 Volkswagen T2 camper van, meeting with the founders, CEOs and brand managers of 20 authentic European brands in what was to prove a unique trip: Brand Expedition. On popular demand, he has bundled the lessons and stories behind 20 appealing European brands such as Lego, Mini, Skype, The Body Shop and Adidas to create Brand Expedition, the book.
More information? Check www.brand-expedition.com or send Martijn a Tweet: @martijnarets.
The Lego Legacy - CBS News
In toy stores everywhere the final rush is on, but in a business that is often ruled by fads there a...
The Lego Legacy - CBS News
In toy stores everywhere the final rush is on, but in a business that is often ruled by fads there a...
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions
1. What were LEGO's main expectations and learnings from the relationship with Flextronics?
2. What are the key challenges in maintaining a relationship like the one between LEGO and Flextronics?
3. How can LEGO handle the supply chain complexity to improve knowledge sharing, flexibility and coordination?
4. Discuss the key considerations when outsourcing or offshoring production.
LEGO Case study
On March 18, 2011, Jørgen Vig Knudstorp, CEO of the LEGO Group, strode out of the cafeteria at company headquarters in Billund, Denmark, and turned right into the packaging area. He had just witnessed a discussion between Bali Padda, Executive VP of Global Supply Chain, and Mads Nipper, Executive VP of Markets & Products, that had ended without clear decisions. Knudstorp wanted Padda and Nipper to know that he was available to help with the decisions if necessary.
Known among families worldwide for its iconic brick-based toys, the LEGO Group was privately held by the Kirk Kristiansen founding family and had been committed since its early days to developing the imaginations of children. A rocky decade had culminated in a near-death experience in 2004, but the Group had gotten back on track under Knudstorp’s leadership. Between 2004 and 2010, the Group’s revenue had grown by 165% in a stagnant global toy market, making it the world’s fourth largest traditional toy maker. By 2010, its return on invested capital soared above 160%. (See Exhibits 1 and 2 for selected financials and the company’s organization.)
Padda and Nipper had started their annual negotiations on how many new components product designers would have available for their new products. (A “component” was a LEGO® brick of a particular shape in a specific color or with a specific decoration.) Since the 2004 crisis, LEGO Group leaders had tightly controlled the component count; setting the next target was always difficult. Nipper felt that Padda’s target was not compatible with the new products that designers envisioned, especially a proposed line of buildable games. “With that target, we’d have to drop half of our projects, including the new games line. We need to add groundbreaking developments like games to sustain our growth. We can’t achieve that with this target.” But Padda had never been convinced by business-case arguments that tried to justify adjustments to production. In addition, the idea of complex buildable games raised a red flag in his mind; this was not about adding just another brick shape. A number of LEGO employees were convinced that the company should enter the games market with a new product line, but Padda and many others had their doubts.
The Toy Industry
As Knudstorp reflected on the component count and games decisions, he considered the evolution of the global toy market. The industry booked wholesale revenues of $83.3 billion in 2010. The retail market for toys grew at a steady pace of about 4% per year, but demand for spe ...
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions
1. What were LEGO's main expectations and learnings from the relationship with Flextronics?
2. What are the key challenges in maintaining a relationship like the one between LEGO and Flextronics?
3. How can LEGO handle the supply chain complexity to improve knowledge sharing, flexibility and coordination?
4. Discuss the key considerations when outsourcing or offshoring production.
LEGO Case study
On March 18, 2011, Jørgen Vig Knudstorp, CEO of the LEGO Group, strode out of the cafeteria at company headquarters in Billund, Denmark, and turned right into the packaging area. He had just witnessed a discussion between Bali Padda, Executive VP of Global Supply Chain, and Mads Nipper, Executive VP of Markets & Products, that had ended without clear decisions. Knudstorp wanted Padda and Nipper to know that he was available to help with the decisions if necessary.
Known among families worldwide for its iconic brick-based toys, the LEGO Group was privately held by the Kirk Kristiansen founding family and had been committed since its early days to developing the imaginations of children. A rocky decade had culminated in a near-death experience in 2004, but the Group had gotten back on track under Knudstorp’s leadership. Between 2004 and 2010, the Group’s revenue had grown by 165% in a stagnant global toy market, making it the world’s fourth largest traditional toy maker. By 2010, its return on invested capital soared above 160%. (See Exhibits 1 and 2 for selected financials and the company’s organization.)
Padda and Nipper had started their annual negotiations on how many new components product designers would have available for their new products. (A “component” was a LEGO® brick of a particular shape in a specific color or with a specific decoration.) Since the 2004 crisis, LEGO Group leaders had tightly controlled the component count; setting the next target was always difficult. Nipper felt that Padda’s target was not compatible with the new products that designers envisioned, especially a proposed line of buildable games. “With that target, we’d have to drop half of our projects, including the new games line. We need to add groundbreaking developments like games to sustain our growth. We can’t achieve that with this target.” But Padda had never been convinced by business-case arguments that tried to justify adjustments to production. In addition, the idea of complex buildable games raised a red flag in his mind; this was not about adding just another brick shape. A number of LEGO employees were convinced that the company should enter the games market with a new product line, but Padda and many others had their doubts.
The Toy Industry
As Knudstorp reflected on the component count and games decisions, he considered the evolution of the global toy market. The industry booked wholesale revenues of $83.3 billion in 2010. The retail market for toys grew at a steady pace of about 4% per year, but demand for spe.
Into the LEGO World
Creating the LEGO mood and promoting the LEGO style.
LEGO Group wants to embrace a digital transformation to be more attractive and exciting. To this purpose it must undertake some initiatives to mix harmonically atoms and bits and create a new kind of experience for its stakeholders, the builders of tomorrow.
This document provides an overview of some issues I have noticed from outside and offers some suggestions. It does not mean to be a comprehensive solution, but just a poke to undertake some changes.
ROLE MODEL: JORGEN VIG KNUDSTORP (LEGO CEO)
Descriptive explanation about how Jorgen Vig Knudstorp, The Lego CEO brings Lego from near brakprutcy to the biggest toy company in the world.
Principles of marketing
Lego is the toy making company which was introduced in 1932 in DENMARK. In 1934,company came to be called ‘LEGO” from the Danish phrase “LEG GODT” which means play well . This Danish company was registered in 1958 though it had been manufacturing blocks since 1932.
and also in macro and micro environment
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Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions 1. What were LEGOs main expect.docx
Answer this case study questions 1. What were LEGOs main expect.docx
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Minor roles in television and films marked Selleck's early career. He appeared in commercials and took on small parts in T.V. series such as "The Dating Game" and "Lancer." These initial steps, although modest. laid the groundwork for his future success and the growth of Tom Selleck net worth. Breakthrough with "Magnum, P.I."
The Role that Defined Tom Selleck's Career
Tom Selleck's breakthrough came with the role of Thomas Magnum in the CBS television series "Magnum, P.I." (1980-1988). This role made him a household name and boosted his net worth. The series' popularity resulted in Selleck earning large salaries. leading to financial stability and increased recognition in Hollywood.
"Magnum P.I." garnered high ratings and critical acclaim during its run. Selleck's portrayal of the charming and resourceful private investigator resonated with audiences. making him one of the most beloved television actors of the 1980s. The success of "Magnum P.I." played a pivotal role in shaping Tom Selleck net worth, establishing him as a major star.
Film Career and Diversification
Expanding Tom Selleck's Financial Portfolio
While "Magnum, P.I." was a cornerstone of Selleck's career, he did not limit himself to television. He ventured into films, further enhancing Tom Selleck net worth. His filmography includes notable movies such as "Three Men and a Baby" (1987). which became the highest-grossing film of the year, and its sequel, "Three Men and a Little Lady" (1990). These box office successes contributed to his wealth.
Selleck's versatility allowed him to transition between genres. from comedies like "Mr. Baseball" (1992) to westerns such as "Quigley Down Under" (1990). This diversification showcased his acting range. and provided many income streams, reinforcing Tom Selleck net worth.
Television Resurgence with "Blue Bloods"
Sustaining Wealth through Consistent Success
In 2010, Tom Selleck began starring as Frank Reagan i
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Callum's presentation 2013
- 1. Why I love Lego By Callum Jennings Class 6L
- 2. Lego Facts Lego was founded in 1958 by Ole Kirk Christiansen. Lego means ‘Let’s play’ in Latin. Approximately 20 billion bricks are made every year at the Lego factory in Denmark. There are over 915 million ways to combine 6 Lego bricks.
- 3. Lego Facts • 4 billion mini figures are produced each year. • If laid end to end, the bricks sold in a year would reach more than 5 times around the world! • Seven Lego sets are sold every second.
- 4. Lego Facts • There are over 2 million members of the Lego Club (the official fan club), of which I am one! This is the magazine that I receive every two months. • There are 52 different colours of Lego. • David Beckham sometimes builds Lego!
- 5. Why I love Lego I love Lego as it’s fun to build and there are lots of different designs you can make. Playing with Lego is quite relaxing and you can either play on your own or with your friends. I collect Lego City and Harry Potter and I have a large collection of mini-figures.
- 6. Here is Chase McCain, who is a policeman who features in Lego City Undercover and here are the vehicles that I have brought in today:
- 7. Legoland Resort UK In March this year, we visited Legoland Resort in Windsor, near London. It was really exciting and there were a lots of models relating to other countries and there were also life sized creations, as shown below…
- 8. Legoland Resort USA In August next year, we are going on holiday to Florida and we will visit the new Legoland Resort near Orlando. I hope it is just as exciting and interesting as the one here in the UK. There is also a Legoland water park and I can’t wait to splash about and get wet!!
- 9. Collectable Figures Every year, the Lego company bring out a new set of collectable mini-figures. For example, in Series 10, Mr Gold was created as the rarest mini-figure ever, as only 5000 were ever made!
- 10. Thank you for watching and listening to my presentation; I hope you enjoyed it!!