Lego slideshoe
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Ole Kirk Christiansen founded the LEGO company in 1932 in Billund, Denmark to make wooden toys, stepladders and ironing boards. In 1934, the company adopted the name LEGO, meaning "play well" in Danish. LEGO pieces were originally made of wood but switched to plastic in 1942, which allowed them to be molded into the interlocking building bricks that LEGO is known for today.
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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.
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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.
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Tom Selleck Net Worth: A Comprehensive Analysis
Over several decades, Tom Selleck, a name synonymous with charisma. From his iconic role as Thomas Magnum in the television series "Magnum, P.I." to his enduring presence in "Blue Bloods," Selleck has captivated audiences with his versatility and charm. As a result, "Tom Selleck net worth" has become a topic of great interest among fans. and financial enthusiasts alike. This article delves deep into Tom Selleck's wealth, exploring his career, assets, endorsements. and business ventures that contribute to his impressive economic standing.
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Early Life and Career Beginnings
The Foundation of Tom Selleck's Wealth
Born on January 29, 1945, in Detroit, Michigan, Tom Selleck grew up in Sherman Oaks, California. His journey towards building a large net worth began with humble origins. , Selleck pursued a business administration degree at the University of Southern California (USC) on a basketball scholarship. But, his interest shifted towards acting. leading him to study at the Hills Playhouse under Milton Katselas.
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"
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Young Tom Selleck: A Journey Through His Early Years and Rise to Stardom
Introduction
When one thinks of Hollywood legends, Tom Selleck is a name that comes to mind. Known for his charming smile, rugged good looks. and the iconic mustache that has become synonymous with his persona. Tom Selleck has had a prolific career spanning decades. But, the journey of young Tom Selleck, from his early years to becoming a household name. is a story filled with determination, talent, and a touch of luck. This article delves into young Tom Selleck's life, background, early struggles. and pivotal moments that led to his rise in Hollywood.
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Early Life and Background
Family Roots and Childhood
Thomas William Selleck was born in Detroit, Michigan, on January 29, 1945. He was the second of four children in a close-knit family. His father, Robert Dean Selleck, was a real estate investor and executive. while his mother, Martha Selleck, was a homemaker. The Selleck family relocated to Sherman Oaks, California. when Tom was a child, setting the stage for his future in the entertainment industry.
Education and Early Interests
Growing up, young Tom Selleck was an active and athletic child. He attended Grant High School in Van Nuys, California. where he excelled in sports, particularly basketball. His tall and athletic build made him a standout player, and he earned a basketball scholarship to the University of Southern California (U.S.C.). While at U.S.C., Selleck studied business administration. but his interests shifted toward acting.
Discovery of Acting Passion
Tom Selleck's journey into acting was serendipitous. During his time at U.S.C., a drama coach encouraged him to try acting. This nudge led him to join the Hills Playhouse, where he began honing his craft. Transitioning from an aspiring athlete to an actor took time. but young Tom Selleck became drawn to the performance world.
Early Career Struggles
Breaking Into the Industry
The path to stardom was a challenging one for young Tom Selleck. Like many aspiring actors, he faced many rejections and struggled to find steady work. A series of minor roles and guest appearances on television shows marked his early career. In 1965, he debuted on the syndicated show "The Dating Game." which gave him some exposure but did not lead to immediate success.
The Commercial Breakthrough
During the late 1960s and early 1970s, Selleck began appearing in television commercials. His rugged good looks and charismatic presence made him a popular brand choice. He starred in advertisements for Pepsi-Cola, Revlon, and Close-Up toothpaste. These commercials provided financial stability and helped him gain visibility in the industry.
Struggling Actor in Hollywood
Despite his success in commercials. breaking into large acting roles remained a challenge for young Tom Selleck. He auditioned and took on small parts in T.V. shows and movies. Some of his early television appearances included roles in popular series like Lancer, The F.B.I., and Bracken's World. But, it would take a
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Scandal! Teasers June 2024 on etv Forum.co.za
Monday, 3 June 2024
Episode 47
A friend is compelled to expose a manipulative scheme to prevent another from making a grave mistake. In a frantic bid to save Jojo, Phakamile agrees to a meeting that unbeknownst to her, will seal her fate.
Tuesday, 4 June 2024
Episode 48
A mother, with her son's best interests at heart, finds him unready to heed her advice. Motshabi finds herself in an unmanageable situation, sinking fast like in quicksand.
Wednesday, 5 June 2024
Episode 49
A woman fabricates a diabolical lie to cover up an indiscretion. Overwhelmed by guilt, she makes a spontaneous confession that could be devastating to another heart.
Thursday, 6 June 2024
Episode 50
Linda unwittingly discloses damning information. Nhlamulo and Vuvu try to guide their friend towards the right decision.
Friday, 7 June 2024
Episode 51
Jojo's life continues to spiral out of control. Dintle weaves a web of lies to conceal that she is not as successful as everyone believes.
Monday, 10 June 2024
Episode 52
A heated confrontation between lovers leads to a devastating admission of guilt. Dintle's desperation takes a new turn, leaving her with dwindling options.
Tuesday, 11 June 2024
Episode 53
Unable to resort to violence, Taps issues a verbal threat, leaving Mdala unsettled. A sister must explain her life choices to regain her brother's trust.
Wednesday, 12 June 2024
Episode 54
Winnie makes a very troubling discovery. Taps follows through on his threat, leaving a woman reeling. Layla, oblivious to the truth, offers an incentive.
Thursday, 13 June 2024
Episode 55
A nosy relative arrives just in time to thwart a man's fatal decision. Dintle manipulates Khanyi to tug at Mo's heartstrings and get what she wants.
Friday, 14 June 2024
Episode 56
Tlhogi is shocked by Mdala's reaction following the revelation of their indiscretion. Jojo is in disbelief when the punishment for his crime is revealed.
Monday, 17 June 2024
Episode 57
A woman reprimands another to stay in her lane, leading to a damning revelation. A man decides to leave his broken life behind.
Tuesday, 18 June 2024
Episode 58
Nhlamulo learns that due to his actions, his worst fears have come true. Caiphus' extravagant promises to suppliers get him into trouble with Ndu.
Wednesday, 19 June 2024
Episode 59
A woman manages to kill two birds with one stone. Business doom looms over Chillax. A sobering incident makes a woman realize how far she's fallen.
Thursday, 20 June 2024
Episode 60
Taps' offer to help Nhlamulo comes with hidden motives. Caiphus' new ideas for Chillax have MaHilda excited. A blast from the past recognizes Dintle, not for her newfound fame.
Friday, 21 June 2024
Episode 61
Taps is hungry for revenge and finds a rope to hang Mdala with. Chillax's new job opportunity elicits mixed reactions from the public. Roommates' initial meeting starts off on the wrong foot.
Monday, 24 June 2024
Episode 62
Taps seizes new information and recruits someone on the inside. Mary's new job
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Lego slideshoe
- 2. lego
- 3. •
- 5. who invented lego? Ole Kirk Christiansen and his son Godtfred Kirk invented LEGO. In 1932, Ole Kirk Christiansen, master carpenter and joiner, founded his carpentry business in the village of Billund, Denmark to make stepladders, ironing boards and wooden toys. The wooden toys became Ole's most successful product. The company adopted the name LEGO in 1934. •
- 7. WHAT DID LEGO FIRST LOOK LIKE?
- 8. WHAT DID LEGO FIRST LOOK LIKE? • THIS IS WHAT LEGO FIRST LOOKED LIKE.
- 9. WHAT DID LEGO FIRST LOOK LIKE? • THIS IS WHAT LEGO FIRST LOOKED LIKE.
- 11. How did they discover lego?
- 12. How did they discover lego? One day Ole Kirk Christiansen was building stepladders,stools,ironingboards and some wooden toys.The company became so poplar they changed there name to lego after the Danish LEG-GODT.Later lego also ment put to gether in Latian.In 1942 they swiched from wood to plasic and turned them in to bricks.
- 14. THE END
Editor's Notes
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