The paper "Analysis of Lego Group: Adopting a Strategic Approach" is an impressive example of a Business case study. Lego, a Danish-based company established in the year 1932, is well-known for its top-notch production of famous toy- brands across the global toy market. The company’ s early products constituted wooden pull toys, cars, and toy-trucks but were later transformed into plastic-based toys in the course of the 1940s. In the late 1940s, the company adopted a distinctive building system of toys that was focused on interlocking bricks. This notion, however, took a substantial time to be developed further and it was established and introduced by the son of the founder; Godtfred Kirk.
The notion behind engaging and integrating end-users of the toys in product design and innovation helped develop the aspect of architectural innovation. This distinctive form of architectural innovation provided a product development platform that assisted with the designing and production of other mature products. As the production years progressed, the company formulated newer ways of conducting effective and efficient production processes. For instance, the company adopted a non-poisonous plastic technology in the generation of its toys. With this development, the company managed to avail over 50 components within the company’ s toy system.
By 1968, the company had opened a theme park that was used to portray miniature town models with other Lego-based distinctive features. The company’ s growth continued to be manifested going into the 20th century and this can be depicted with the numerous awards and rankings it managed to secure. For instance, the company had for one time garnered 4 out of 10 distinguishable toy based awards. Concerning the market niche, the company is positioned at number 3 in terms of sales turnover and market share.
However, going into the 1990s, the company started to experience intensive financial challenges that ranged from alterations of the management leadership style; decentralized style, huge debt structures, and stiff competition from such other toy manufacturing companies as Toys R Us and Wal-Mart Companies.
Barney, J.B. 1986. Strategic factor markets: Expectations, luck and business strategy, Management Science, 32:1231-124.
Barney JB. 2002. Gaining and sustaining competitive advantage. 2nd Ed. Prentice-Hall: Englewood Cliffs, NJ.
Cooke, J. 2009. Lego’s game-changing move. Supply Chain Quarterly, 3.Retrieved on April 26, 2014 from http://www.supplychainquarterly.com/topics/Logistics/scq200903lego/
Grant, R, M.1998. Contemporary strategy analysis. Blackwell: Malden, MA.
Makhija, M. 2003. Comparing the resource-based and market based views of the firm: Empirical evidence from Czech privatization, Strategic Management Journal, 24:433-451.
Richard Ivey School of Business. 2009. The Lego Group: Building strategy. The University of Western Ontario. Retrieved on April 26, 2014 from http://www.zie.pg.gda.pl/aktualnosci?p_p_id=20&p_p_lifecycle=1&p_p_state=exclusive&p_p_mode=view&_20_struts_action=%2Fdocument_library%2Fget_file&_20_folderId=493801&_20_name=DLFE-7545.pdf
Tidd, J and Bessant, J.2009. Managing innovation: Lego case study. Wiley Europe, Retrieved on April 26, 2014 from http://www.managing-innovation.com/case_studies/Lego.pdf
Oliver, K, Samakh, E and Heckmann, P. 2007.Rebuilding Lego: Brick by brick, Strategy+ Business, Retrieved on April 26, 2014 from http://www.strategyand.pwc.com/media/uploads/RebuildingLego.pdf