全通翻譯/翻譯社

Lego: Rebuilding a Brand

The little colored building blocks are iconic and have been beloved by generations of children around the world. The white logo on a red background is instantly identifiable. Even with the onset of the digital age, the company appeared to have adapted. It seemed like Lego could do no wrong.

However, all was not as it seemed. Despite remaining one of the world's largest toy manufacturers and shifting US$1.35 billion of merchandise, Lego was in trouble by 2004. Sales had dropped steadily and profits were down 30 percent, with Lego Group execs estimating a loss in value of more than US$300,000 a day. What was happening?

Overdiversification and competition from the video games sector played a part, and failed new designs like the Galidor robot range didn't help. However, an outdated supply chain was the biggest problem. The company's system was established in the 1950s when delivery to small retailers was the norm. By the 1990s, Lego's competitors were catering to big-box stores. Meanwhile, Lego was focusing on brand building, despite already having one of the most recognized products in the world.

Acknowledging the need for a fresh approach, CEO Kjeld Kirk Kristiansen, grandson of the company's founder, gave up the reins. In came Jorgen Vig Knudstorp who immediately pushed for a complete overhaul of the supply chain.

努斯托普領銜演出 樂高逆轉勝精彩秀

小小的彩色建築積木極具代表性且深受全球世世代代孩童的喜愛。襯著紅底的白色商標讓人一眼就能認出。即便是數位時代的來臨，這家公司看來也適應過來了。樂高似乎不可能會犯錯。

然而，一切似乎並不如預期。儘管仍是全球最大的玩具製造商之一並售出總值達13.5億美元的商品，樂高在二○○四年卻遇到了麻煩。銷量不斷下滑且獲利減少了30%，樂高集團高層甚至估計，一天損失就超過卅萬美元。到底發生了什麼事？ 這其中和過度多樣化經營與來自電玩產業的競爭有關，而諸如護衛者機器人系列等的失敗新設計也幫不上忙。然而，過時的供應鏈才是最大的問題所在。樂高的供應系統建立於一九五○年代，當時的通路以小型零售商為主。到了一九九○年代，樂高的競爭對手轉而為大型商場服務。於此同時，樂高卻把重點放在品牌塑造上，儘管樂高已擁有全球數一數二為人熟知的產品。

體認到樂高極需嶄新模式，執行長克葉爾德‧寇克‧克里斯汀森，也就是樂高創辦人的孫子，決定釋出掌控權。約爾根‧維格‧努斯托普於焉就任，並立即推動供應鏈的徹底改革。

資料來源：biz 互動英語電子報