Lego

In: Business and Management

Submitted By gbade2
Words 7880
Pages 32
* Question 1
0 out of 0 points | | | Which of the following is true about the agile method? | | | | | Selected Answer: | c. It is used when project teams want to use the predicative approach to a project. | Correct Answer: | d. It uses several iterations or deliveries of software instead of waiting until the end of the project to provide a product. | Response Feedback: | An agile approach is often used for projects in which the business team cannot clearly express the scope early in the product life cycle, but the team does want to provide a potentially shippable product earlier rather than later. An agile project team typically uses several iterations or deliveries of software instead of waiting until the end of the project to provide one product. | | | | | * Question 2
0 out of 0 points | | | Which of the following is a pre-initiation task? | | | | | Selected Answer: | b. Developing a business case for a project | Correct Answer: | b. Developing a business case for a project | Response Feedback: | It is good practice to lay the groundwork for a project before it officially starts. Senior managers often perform several tasks, sometimes called pre-initiation tasks which include the development of a business case for a project. | | | | | * Question 3
0 out of 0 points | | | A sprint review is a meeting in which the team demonstrates to the product owner what it has completed during the sprint. | | | | | Selected Answer: | True | Correct Answer: | True | Response Feedback: | A sprint review is a meeting in which the team demonstrates to the product owner what it has completed during the sprint. | | | | | * Question 4
0 out of 0 points | | | The output of the stakeholder management strategy results is a project charter. | | | | | Selected Answer: | True | Correct…...

Similar Documents

Lego

...bag. ------------------------------------------------- Developing a value proposition is based on a review and analysis of the benefits, costs and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. It is also a positioning of value, where Value = Benefits - Cost (cost includes risk) ------------------------------------------------- The LEGO system offers two distinct value propositions: 1. To children: A super fun toy you never get bored of. LEGO sets and elements offer children endless possibilities with themed and non-themed pieces that can be turned into the EXACT toy children want to play with at any time. 2. To parents: A learning toy that promotes imaginative discovery, self expression and an awareness of how physical objects relate and interact with one another... but so "cool" that your kids don't even know the are learning! Either one of these value propositions is great for a toy - but the thing that really sets the LEGO system apart is that they combine the two. It's like the "tastes great - less filling" pitch for toys. ------------------------------------------------- If you're asking, what is their Unique Selling Proposition is (ie. Why can't someone else come along and sell blocks just as successfully) - I'd have to say that their investment in multi-vertical imaginative building (space, castles, future, modern towns, cities, etc.) as well......

Words: 1296 - Pages: 6

Dossier Lego

...l’entreprise A.3- Le degré de maturité du DAS de l’entreprise ( Matrice A.D Little) Critères étudiés Etat du secteur B- L’environnement du DAS B.1- Présentation du marché et des produits a- L'industrie mondiale du jouet b- La situation en France c- Les produits de LEGO B.2- Synthèse : diagnostic de la situation a- Structure concurrentielle du DAS L’ANALYSE DES 5 (+1) FORCES DE LA CONCURRENCE b- Opportunités et menaces c- Les facteurs clés de succès de LEGO d- Les avantages concurrentiels de LEGO C- Forces et faiblesses de Lego : Analyse de l’entreprise III- Recommandations A- Création de nouveaux points de vente LEGO B- Baisse des coûts de production C- La Communication de l'entreprise D- Le Licensing E- La Diversification D’après les informations présentes dans l’énoncé de l’exercice, nous avons déduit que l’analyse devait porter sur l’activité principale de l’entreprise, la production de jouets. Nous n’avons donc volontairement pas étudié les multiples activités annexes de LEGO ( parcs d’attraction, vêtements, etc.). Notre objectif de travail s’est décomposé en deux parties. Nous avons tout d’abord voulu collecter des informations sur l’entreprise et sur le DAS étudié afin de pouvoir nous appuyer sur des informations précises et concrètes. Cela a présenté quelques difficultés car le......

Words: 5990 - Pages: 24

Lego

...services provided by an organization. LEGO had incorporated various strategies to gain a competitive advantage. LEGO’s inbound logistics was not in proper shape. There was no control over the inbound logistics and management of inventory. The supply and demand of the goods was not in parity. In most situations, the forecasting was done dynamically without any evaluation of estimates. Later, LEGO management team synchronized the sales supply and demand by starting a sales and operations planning process (S&OP). This technique helped LEGO to optimize their demand planning, forecasting and inventory management. LEGO can accurately estimate their demand, supply and estimate customer demand for particular product during a given period. Using demand planning to develop accurate forecasts is critical for effective inventory management. Forecasts are compared to inventory levels to ensure that distribution centers have enough, but not too much, inventory to supply stores with a sufficient amount of product to meet demand. The optimal amount of raw materials was released to cater to the demand. This played a pivotal role in building an efficient supply chain management. VALUE CHAIN ANALYSIS FOR LEGO LEGO bypassed intermediaries by developing own stores across Europe and USA. It also provided an online medium for shopping. Later, LEGO focused on building efficient relationship with retailers and robust distribution channel. This will help LEGO to improve its service level to......

Words: 797 - Pages: 4

Lego

...Appendix 1 BCG Matrix (business units – LEGO products) A Cash Cow – will be such products as LEGO Star Wars, LEGO City, LEGO DUPLO & LEGOLAND, which are the strongest selling products of LEGO of all times and with constant big market share. A Star – will be such products as movies or comics based brick sets ( Harry Potter, Spiderman, Batman, Indiana Jones, Sponge Bob ) which will have big market share and big market growth while the general popularity of the movie or comics. And Digital Design Service on LEGO web site. A Question Mark – LEGO products that are in a growing market, but they do not have a high market share, such as LEGO Soccer, LEGO NBA Basketball, Discovery, Bionicle, NHL etc. A Dog – will be movies or comics based brick sets that already lose their popularity. Appendix 2 Stakeholder Map Stakeholders: | Expectations: | Kristiansen Family | Brand value, profits, company growth | CEO Jorgen Vig Knudstorp | Management development, company growth | Consumers | Appropriate cost, high range of products | Competitors | Higher market shares, | Suppliers | Better supply agreements, company growth | Employees | Workplace, salaries | Disney | Appropriate fees for licensed rights | Appendix 3 Porters Five Forces Analysis Level of rivalry (medium) The overall level of rivalry may be seen as relatively intense for the LEGO group in the run up in 2010. While LEGO occupies a strong position in the market......

Words: 711 - Pages: 3

Lego

...Situation Overview of the LEGO Group • Market position: Niche player in a global toy market & No.1 in construction toy category • Core Competencies: Strong brand, high quality products and innovation abilities • Recent performance: experienced some major losses but is turning better 2. Problem Statement • Issue Definition: Being a niche player in a tightening market, How can LEGO group achieve sustainable profits of 13.5% and growth rate of around 7% in the coming years by leveraging its core competency? • To solve this issue, the company made a three-phased shared vision plan in which we based our strategies on [pic] 3. Strategies 3.1 Short-term Strategies: Profitability Focus 3.1.1 Interpreting the Profitability Goal • To achieve reasonable margin compared to major industry peers, that is operating margin of 13.5%, according to future expectations made in 2006 Annual Report • To maintain sustainable profitability in the relatively cyclical toy industry 3.1.2 Strategies and Implementations to Meet the Goal 3.1.2.1 Product Strategies: adjust product portfolio and build defensive core products • Focus on pre-school/infant toy segment in which the demand is driven up by “age compression” and is less affected by come-and-go entertainment fashions • Continue reinvigoration on LEGO classic toys, which are......

Words: 637 - Pages: 3

Lego

...that rivals with Lego about children playtime, such as other traditional toys or computer games. Children get bored fast and switch to substitutes. They prefer to play with more sophisticated toys. Substitutes come from the entire toy industry as well as the electronic gadget market. There are no switching costs for substitutes and the prices of substitutes vary, the barrier to switch is therefore low. Bargaining Power of Customers (pressure high): The pressure from customers is high. Customers of Lego are retailers such as Wal-Mart or Toys”R”Us. These have the bargaining power over lead times and price. For example, if Lego does not provide the toys quickly enough at Christmas, Wal-Mart could take Lego out of the shelves. Bargaining Power of Suppliers (pressure high): Lego brick stones are made of plastic. Plastic is produced with oil and there is no chance for Lego to bargain with oil companies. Fluctuations in oil prices directly affect Lego’s margin. Competitive Rivarly (pressure low): There is Best-Lock from Hongkong and Mega Brands from Canada. Both compete with lego by low prices. Lego has a strong brand image and brand loyalty among customers and can charge premium prices. Parents know Lego because they played with it themselves. As the parents are the ones who pay the toys and as they are the force that often decides over children’s playtime, they will be the ones who make children play with traditional toys rather than computer games. Lego has therefore a......

Words: 349 - Pages: 2

Lego

...The LEGO Company in Asia 1 2 INTRODUCTION .................................................................................................................. 3 THE LEGO GROUP ............................................................................................................. 6 2.1 PRESENTATION ................................................................................................................ 6 2.2 HISTORY ............................................................................................................................ 7 STRUCTURE OF THE PROJECT ..................................................................................... 11 3.1 INTRODUCTORY PART .................................................................................................. 11 3.2 THEORETICAL PART ...................................................................................................... 12 3.3 EMPIRICAL PART ............................................................................................................ 12 3.4 ANALYTICAL PART ......................................................................................................... 13 METHODOLOGY ............................................................................................................... 14 4.1 CHOICE OF THEORY ...................................................................................................... 14 4.2 EMPIRICAL CHOICES .......................................

Words: 46146 - Pages: 185

Lego

...LEGO Paper: When we were looking for a company to present at the marketing pitch, LEGO was the first thing that came to our minds. Although being a toy company for mostly little children, people are fascinated with this company, especially with their brilliant marketing. The LEGO movie, which most of our group saw was the latest coup in LEGOS brilliant marketing strategy that perfectly connected both children and adults. In 2003 the company almost got bankrupt due to loosing sight of their core product. In 2004 the former Mc Kinsey consultant Jorgen Knudstorp took over as CEO and managed to turn around the company in a text book approach. From the time Knudstorp entered the company to 2010 LEGOS revenue had grown 165% in a stagnant toy market. By cutting costs, focusing on their core products and especially the developing new marketing strategies, the company managed to become the biggest toy maker in world in 2014, overtaking one of the biggest competitors Mattel. We constantly came up with new ideas, how to innovate LEGOS strategies, but soon found out that literally all of our suggestions have already been implemented. Our admiration for this company only grew along the way, although it was rather frustrating to get excited about a new idea, just to find out that LEGO has already done it. Everything from watches to furniture to clothing has been done before. Along the way of researching we stumbled upon LEGO education, a branch that was introduced in order to......

Words: 559 - Pages: 3

Lego

...LEGO case: Discussion Questions 1. How did the information systems and the organization design changes implemented by Knudstorp align with the changes in business strategy? The day Knudstorp taken over the business. He made significant changes in supply chain links by reusing components in their new products. This process decreased the use of parts from 13,000 to 7,000 which in turn lead to reduction in expenses spent on buying component mold. Lego changed the way their components were produced earlier targeting children’s, they started creating products based on movie themes like Indiana Jones and Start wars. Lego group moved into video games, with Lego characters animated on Hollywood movies. Lego put on its next step by designing products aimed at young ladies. The games produced by Lego are compatible with playing on computers, play station and other few devices used for gaming, which held a huge attraction among children’s. The massive growth in business have put blocks on the information systems required to carry out the business. Due to huge customer demands the process of managing orders were seriously affected. In order to meet the demands, new employees were recruited, which in turn lead to staffing management issues. Managers looked at solving these problems by creating a modularized and standardized architecture for implementing a flexible information systems. This system is so flexible that it can be expanded to add volume of work and functionality...

Words: 292 - Pages: 2

Lego

...Lego case study questions: 1 How did the information systems and the organization design changes implemented by Knudstorp align with the changes in business strategy? The company was under terrible crisis with its sales dropping by 40% when Knudstorp became CEO in 2004. The main aim of knudstorp was to stabilize the sales and cut the costs so as to deal with the new reality of selling 40 percent less than what Lego had done two years earlier. Knudstorp encouraged designers to use the unused components in development of new products and design, thus reducing the number of unused components and reduced losses as the cost of production of each unit was very expensive. The culture of Lego changed to “nonperformance is unacceptable”, based on which its organizational design was implemented. Lego’s pay structure was based on innovation in sales, products and reducing costs. The employees were paid accordingly which lead way to innovation and creative ideas flooding in the organization. Lego produced components using which the children can make anything that they imagine. They also extended their ideas into creating products based on movie characters, this new strategy widened the products and targeted new customer segments. The drastic growth in sales affected the information systems which supported the business. They created a modularized and standardized architecture for their information systems, making it possible to expand more quickly and add capacity and functionality,...

Words: 307 - Pages: 2

Lego

...S LEGO GROUP: AN OUTSOURCING JOURNEY w 910M94 PhD Fellow Marcus Møller Larsen, Professor Torben Pedersen and Assistant Professor Dmitrij Slepniov wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2010, Richard Ivey School of Business Foundation Version: (A) 2010-11-12 PROLOGUE The last five years’ rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world — the LEGO Group — the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in the company’s roughly 70 years of existence, resulting in a deficit of DKK1.8 billion in 2004, the management had, among many initiatives, decided to offshore and outsource a major chunk of......

Words: 6614 - Pages: 27

Lego

...Qn1. Explain how the development of strategy at the LEGO Group reflect the key characteristics of strategic management The LEGO Group has a very rich and proud history that span nearly over 100 years. The LEGO Group’s core success would be their traditional yet innovative toy ‘brick’. This brick is so popular till date mainly due to its unique interlocking principle that offers unlimited building possibilities. It encourages one’s mind to be creative and allow the imagination to keep going. Qn2. Features of the external environment that influenced strategy development at the LEGO Group Qn3. Resources and competences of the LEGO Group that enabled them to regain their successful position in the global toy market Lego has managed to regain successful position in the global toy market through having capable human resources and financial resources as well as having the competency in creativity, innovation and quality control. Capable human resources Lego’s Chief executive recognized and acknowledged the problems LEGO are facing. * Kids were getting older younger and leaving Lego sooner. * The channel has changed. Companies, like Toys 'R Us and Walmart, that sell Lego had become more sophisticated. * Many of Lego's patents had expired leading to increased competition. * Rivals were outsourcing productivity to China and other, cheap economies whereas Lego was based in Denmark. * Lego needs to reduce debt, increase growth and to improve......

Words: 561 - Pages: 3

Lego

...1) What are LEGOs “points of difference”? • History and leadership: Lego is the oldest company in the world that patented a similar play system. They have been in the toys industry for more than 80 years and they one of the largest toys manufactures in the world. This gives Lego visibility and positioning in the industry. • Play system: They have an open play system that is not limited to the toy that the customer buys. Their system has endless possibilities and depends on the imagination of the children. • Brand awareness: Lego has built a reputable brand that leverages their marketing and commercial efforts. The brand LEGO, although is associated with the toys industry, can be recognized beyond that industry and can be associated to other leisure and entertainment products. • Loyal customers: Lego has been able to build a loyal base of customers that keep loyal to the brand when their aging. • Strong corporate culture and core values that have been invariable for decades. 2) What has led the Lego Group to the edge of bankruptcy? Several reasons and factors led the Lego group to the edge of bankruptcy. They majority of them were during the “The growth period that wasn’t” and others during the “Fixing period that wasn’t”: • Birth rates in their markets declined. Lego products were primarily targeted to children and the demographic explosion in the previous decades had fueled the pipeline of sales of the organization. • Kids spent more and more time in extra......

Words: 1007 - Pages: 5

Lego

...Case questions preparations and Hand-In Cases (LEGO) Christian GP A. LEGO 1. What were the biggest challenges facing Lego? Fundamentally, at this point (2004, per start of the case study), the challenges were myriad for LEGO; competition was on the increase, the toy industry was evolving in ways that did not favour the LEGO group and the company was on the verge of bankruptcy (limited cash, price pressures, high fixed costs, powerful retailers and new play platforms). Those two issues by themselves would have been cause enough for concern. However, the CEO also felt that the company had lost its way and had no clear idea of what it stood for (c.f. “who it was”) and what products it should offer. It was further clear to him, and to everyone, that changes were needed. In early 2004, they had formulated a new strategy (and presumably this was far from being tested and proven as a means to “turn the ship around”. That plan dealt with: (i) the financial situation (improving cash flow and eliminating debt etc) by selling off non-core assets, reducing operational complexity and outsourcing some manufacturing elements; (ii) Increasing profit margins, by revitalizing product lines, made harder by the need to cut costs. (iii) Grow organically; invent new ways of creating value. The first phase was accomplished by end 2005 but the second and third had yet to show fruit (or commence in some ways). The main challenge at that point was HOW to......

Words: 1390 - Pages: 6

Lego

...of Marketing Management – Case Study of LEGO Chapters: • Introduction ------------------------------------------------ 3 • Company Background ----------------------------------- 4 • Marketing Focus------------------------------------------- 5 • SWOT Analysis -------------------------------------------- 6 – 7 • Time Series Analysis ------------------------------------- - 8 – 9 • Product Analysis ------------------------------------------ -10 – 11 • Suggested Marketing Plan --------------------------------12 – 13 • Conclusion --------------------------------------------------- 14 • References --------------------------------------------------- 15 INTRODUCTION – For a company that has firmly established its foothold for the last 75 years, developing a futuristic three – year marketing plan involves critically analyzing the current marketing strategies and stating new strategies to be implied in the next few years. In this paper, four current marketing development plans namely SWOT Analysis, Time Series Analysis, and Market Product Analysis are dealt in a detailed way. Awarded the “Toy of the Century” at the end of the millennia, LEGO Group has nurtured generations of children and pre-teens with its creative and learning construction blocks. Over the years, LEGO has developed newer version of their......

Words: 2946 - Pages: 12