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Case Study Lego

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Submitted By maurischat
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An: Jorgen Vig Knudstorp, CEO LEGO Group
Von: Managementberater McKinsey & Company
Datum: Februar 2011
Betreff: Innovation durch Förderung und Aufbau von Bildungseinrichtungen

Einführung:
Das Unternehmen LEGO ist einer der traditionsreichsten und innovativsten Spielzeughersteller weltweit. Nach Jahren der Stagnation in der umkämpften Spielzeugbranche hat sich das Unternehmen durch eine spezielle Neustrukturierung erholen und seine Marktposition stärken können. Jedoch sieht sich das Unternehmen mit neuen Hindernissen, wie dem auslaufendem Patentrecht und zahlreicher neuer Konkurrenzprodukte konfrontiert. Die Potentiale von LEGO liegen vor allem in dem guten Markenimage, den soliden finanziellen Kennzahlen und der innovativen Produktvielfalt. Analyse:
Die Analyse bezieht sich auf die Spielzeugbranche für Plastikbausteine weltweit.

Externe Analyse:
In Bezug auf die externe Analyse wird das Fünf-Kräfte-Modell von Porter herangezogen.

Verhandlungsmacht der Abnehmer: Die Verhandlungsmacht der Kunden in der Branche ist hoch. Ein Argument dafür sind die geringen Wechselkosten der Kunden, die aus der großen Anzahl an Wettbewerbern mit einer ähnlichen Produktpalette resultieren. Auch die Informationslage über die Produkte innerhalb der Branche ist durch das gestiegene Medienaufkommen und die Erfahrung der Kunden mit den Produkten ziemlich hoch. Dieses stärkt die Macht der Kunden und ist negativ für die Branche anzusehen. Hingegen ist der Aspekt der Rückwärtsintegration positiv für die Branche, da es keinem Kunden kostengünstig möglich wäre, Plastikspielzeug selbst herzustellen. Auch die Markenstärke spielt eine große Rolle in der Branche, da der Markenname den Kauf der Kunden beeinflusst.
Verhandlungsmacht der Lieferanten: Die Verhandlungsstärke der Lieferanten in der Branche ist gering. Da die vom Lieferanten beigesteuerten Produkte eine niedrige kostenmäßige Bedeutung haben, sinkt die Verhandlungsmacht der Lieferanten in der Branche. Auch die Wechselkosten sind gering anzusehen, da durch die Vielzahl an möglichen Anbietern ein Wechsel zu einem anderen Lieferanten möglich ist.
Bedrohung potentieller neuer Anbieter: Die Bedrohung durch potentielle neue Mitbewerber ist in der Branche vergleichsweise gering. Durch den hohen Technologie- und Innovationsaufwand ist es schwer für neue Unternehmen sich in der Branche zu etablieren. Es werden überqualifizierte Mitarbeiter benötigt, um in diesem innovationsreichen Segment konkurrieren zu können. Auch ein bereits etablierter Markenname mit einem guten Image ist extrem wichtig und erschwert neuen Anbietern den Einstieg in den Markt. Die existierenden Unternehmen verfügen zudem über hohe Skaleneffekte, welcher eine zusätzliche Hürde für potentielle Unternehmen darstellt. Es muss demnach ein hoher Kapitalaufwand betrieben werden, um sich in dieser Branche etablieren zu können.
Bedrohung durch Ersatzprodukte: Die Gefahr durch Substitutionsgüter in der Branche ist ziemlich hoch. Durch das gefallene Patentrecht ist es jedem Hersteller möglich kompatible Plastikbausteine herzustellen. Auch die Gefahr durch anderes Plastikspielzeug oder völlig anderen Spielmöglichkeiten, wie Brettspiele oder Computerspiele, ist durch die geringen Wechselkosten für den Kunden sehr hoch.
Rivalität unter bestehenden Mitbewerbern: Die Konkurrenz innerhalb der Branche ist sehr hoch. Die große Anzahl an Wettbewerbern, vor allem Hasbro, Mega und Mattel, die alle einen großen Marktanteil aufweisen, entfacht einen enormen Preiskampf untereinander. Dieses ist negativ für die Branche anzusehen, ebenso die hohe Marktaustrittsbarriere, da viel Kapital in Sachanlagen und Know-How enthalten ist. Zudem ist die Differenzierung der Unternehmen untereinander gering, da die Unternehmen sehr ähnliche Produkte anbieten. Zudem ist die Bedeutung der Marke in der Branche ein entscheidender Faktor, mit dem sich ein Unternehmen von einem anderen abgrenzen kann.

Neben der externen Marktanalyse spielt die Betrachtung der internen Ressourcen eines Unternehmens eine wichtige Rolle. Im Folgenden werden bei der internen Analyse die drei Aspekte: Materielle Ressourcen, immaterielle Ressourcen und Human Ressourcen betrachtet.

Interne Analyse:
Materielle Ressourcen: LEGO zeichnet sich vor allem durch seine große Produktvielfalt und -qualität aus. Neben verschiedenen LEGO-Sets, wie zum Beispiel Star Wars, Harry Potter etc. vertreibt das Unternehmen auch DUPLO für Babys. Das hohe Sachvermögen, welches sich aus Maschinen, Fabriken und anderen Sachwerten auszeichnet, ist ein wichtiger Faktor für LEGO. Das Eigenkapital, das fast 50 Prozent am Gesamtkapital darstellt, ist ein solides Fundament der Betriebsleistungen des Unternehmens. Zudem besticht das Unternehmen durch gute Finanzkennzahlen. Die Einnahmen waren in den letzten Jahren höher als die Ausgaben und auch der Nettogewinn pro Jahr lag bei hohen 3,7 Milliarden DKK.
Immaterielle Ressourcen: Die LEGO Group kennzeichnet vor allem das gute Image, welches für eine 100 Jahre lange Tradition, Produktqualität und Innovation steht. Durch Kooperationen mit Partnern aus der Filmbranche, wie z.B. Star Wars, sind äußerst erfolgreiche Produktlinien entstanden. Des Weiteren ist der Service, den LEGO seinen Kunden bietet, sehr hoch. Vor allem durch die Vielzahl an LEGO-Läden weltweit, die Möglichkeit Produkte online zu erwerben und zu erstellen ist der Servicegrad extrem hoch. LEGO besticht des Weiteren durch seinen hohen Innovationsgrad, der es dem Unternehmen ermöglicht immer neue Produkte zu kreieren. Durch die lange Tradition hat sich ein enormes Kundenvertrauen entwickelt. Zudem ist LEGO im Bereich der Geschäftsfelder sehr breit aufgestellt. Hierzu zählen z.B. Freizeitparks, Computerspiele, Brettspiele etc.
Human Resources: Die insgesamt 9000 Mitarbeiter zeichnen sich insbesondere durch einen hohen Kreativitäts- und Innovationsgrad aus und sind sehr gut ausgebildet. Die Anzahl der Mitarbeiter hat sich in den letzten Jahren stark erhöht. Das jetzige Management bzw. der derzeitige CEO arbeiten schon viele Jahre im Unternehmen und besitzen daher eine hohe Verbundenheit zu LEGO.

Fazit:
Zusammenfassend befindet sich LEGO in einer unattraktiven Branche. Jedoch ist das Unternehmen durch sein gutes Image, den soliden finanziellen Kennzahlen, den innovativ und gut ausgebildeten Mitarbeiter und einer großen Produktvielfalt sehr gut aufgestellt in dieser Branche.

Strategie:
Im folgenden Abschnitt werden auf Grundlage der vorherigen Analyse verschiedene Strategien dargestellt und abschließend eine Empfehlung für eine Implementierung gegeben.

Differenzierung: LEGO könnte eine Differenzierungsstrategie implementieren, um sich von anderen Konkurrenten abzugrenzen und den Marktanteil auszubauen, die sich auf die Aspekte Innovation und Qualität fokussiert. Die Produkte von LEGO sollten sich durch das Design und die Einzigartigkeit auszeichnen. Denkbar wäre eine LEGO-Academy aufzubauen, in der junge, talentierte Menschen entweder spezielle Design und architektonische Fähigkeiten erlernen können oder in betriebswirtschaftlicher Sicht ausgebildet werden. Dadurch könnte LEGO talentierte Personen speziell für das eigene Unternehmen generieren, die mit der Philosophie des Unternehmens vertraut sind. Zudem wären Partnerschaften mit Universitäten, Kindergärten und Schulen möglich, um Forschungsprojekte durchführen zu können und die Marke LEGO innerhalb der Gesellschaft weiter zu etablieren. Nachteile dieser Strategie wären jedoch die hohen Kosten ein solches Projekt aufzubauen bzw. einen guten Ruf für diese Bildungseinrichtung herzustellen.
Kostenführerschaft: LEGO könnte durch seine hohen Skaleneffekte und seiner Marktstärke eine Kostenführerschaft anstreben. Denkbar wären eine Verlagerung der Produktion ins kostengünstige Ausland und die Fokussierung auf standardisierte Formen und ein ausschließlicher Onlinevertrieb der Produkte. Dadurch könnten Kosten eingespart und die Produkte zu niedrigeren Preisen verkauft werden. Diese Strategie birgt jedoch große Gefahren, da das Unternehmen seine komplette Philosophie aufgeben würde und mit vielen anderen Wettbewerbern konkurrieren müsste.

Empfehlung & Implementierung:
Die Differenzierungsstrategie stellt die geeignetste Möglichkeit dar, da sie die meisten Vorteile bietet und am besten mit der Unternehmensphilosophie vereinbar ist. LEGO muss sich zwingend auf den Bereich Innovation und Qualität beschränken, da sie kostentechnisch nicht konkurrieren können ohne ihre Unternehmenswerte aufzugeben. Um diese Strategie umzusetzen sind gut ausgebildete und kreative Mitarbeiter extrem wichtig. Durch die Installation einer LEGO-Academy, werden neue hochqualifizierte Mitarbeiter ausgebildet, welche die Philosophie von LEGO verstehen. Außerdem besteht durch die Kooperation mit Schulen und Kindergärten die Möglichkeit, Kinder, Jugendliche und deren Eltern frühzeitig an die Marke zu binden. Denkbar wären Lernworkshops verbunden mit LEGO-Spielzeug oder Computerspielen. Eine weitere Möglichkeit bietet die Kooperation mit Universitäten, um talentierte Studenten frühzeitig zu entdecken und zu fördern. Durch diese Strategie schafft es LEGO durchgehend ein Teil der Konsumenten im Kindergarten, der Schule, Studium, Beruf und Gesellschaft zu sein. Durch das Implementieren der Strategie werden die Haupteigenschaften von LEGO unterstützt und verstärkt, welches im Umkehrschluss für nachhaltiges Wachstum sorgt.
Ein geeigneter Standort für die LEGO-Academy wäre in der Nähe der Firmenzentrale in Billund, Dänemark. Die Kooperation mit Kindergärten, Schulen und Universitäten sollte in den nächsten drei Jahren ausgebaut werden. Bis zur Eröffnung der Academy in 2017 sollte ein umfassendes Strategie- und Marketingkonzept entwickelt und durchgeführt werden.

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Outsourcing

...is investigating and exploring the impact of outsourcing on one of the most iconic Danish companies (LEGO), which attracted our attention during the preparation of this project. We decided to focus on a single case study, because we felt that dividing our efforts by investigating more than one company, would not allow us to focus in sufficient detail on the domino effects that outsourcing can have on a singular institution. The main question of this project is “How could LEGO improve the Make-or-buy- decision and the relationship management when it comes to outsourcing”? In order to answer the main question, we must consider two sub-questions stemming from the main issue, namely: “How could LEGO improve the decision-making-process to outsource by taking more influencing factors into consideration?” and “What could LEGO have done differently in its relationship to the outsourcing vendor Flextronics”. We used the Case Study Research method to work on these questions. Doing that, we reviewed theories, which explained the phenomenon of outsourcing on a theoretical basis. After creating a theoretical framework and the database, we analyzed the case (LEGO) for parallels between the theories and their practical experience. Finally, we were able to drawn some conclusions to both the central and subsidiary questions initially posed. In summary, it can be said that LEGO did not take all aspects into consideration which the theories describe as being useful to make the...

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