Importantly, The Lego Group has managed to establish itself as a leading toys company in different markets across the globe including North America, Europe, Asia and Australasia among others. Whereas this is the case, the company still manages its main operations from its headquarters in Billund, Denmark. Similarly, the company has established subsidiaries in different markets as a way of creating a link between its parent company in Denmark and the local market in different regions around the globe. For example, in Australia, its subsidiary operates under the name LEGO Australia Pty. Limited.
重要的是，乐高集团已成功地在全球不同市场（包括北美、欧洲、亚洲和澳大利亚等）建立起自己作为领先玩具公司的地位。尽管如此，该公司仍然从其位于丹麦比朗德的总部管理其主要业务。同样，该公司在不同的市场设立了子公司，以此在其丹麦母公司和全球不同地区的当地市场之间建立联系。例如，在澳大利亚，其子公司以LEGO Australia Pty的名义运营。
b. Internal Analysis 内部分析
Since its establishment in the 1930s, The Lego Group has focused on manufacturing toys that promote creativity among its target market segments while at the same time being able to last for a long time without breaking or getting destroyed. This company’s main selling point is anchored on the fact that unlike other type of toys on the market, Lego toys or rather Lego bricks focus on enabling the end user to use his or her creativity to create different toy structures in an easy way, as well as easily dismantle such structures and establish new ones (Lauwaert, 2008). Importantly, despite the fact that most of Lego’s products target children, this company continues to focus on production of high quality products, and as such, it has made high quality standards as an integral part of its production process. For example, whereas most of its competitors on the market are outsourcing all of their production operations to China, Lego has remained adamant as far as outsourcing is concerned and as such, it only outsources a part of its production to China. As Levi-Jakšić (2012) observes, this has helped this company not only maintain high production standards but also fend off the negation perception towards toys that are manufactured in China.
乐高集团自20世纪30年代成立以来，一直专注于制造玩具，以促进目标细分市场的创造力，同时能够持续很长时间而不会破裂或被破坏。该公司的主要卖点在于，与市场上其他类型的玩具不同，乐高玩具或更确切地说是乐高积木侧重于使最终用户能够利用其创造力以轻松的方式创建不同的玩具结构，以及轻松拆卸此类结构并建立新的结构（Lauwaert，2008）。重要的是，尽管乐高的大多数产品都以儿童为目标，但该公司仍然专注于生产高质量的产品，因此，它制定了高质量标准，作为其生产过程的一个组成部分。例如，乐高在市场上的大多数竞争对手都将其所有生产业务外包给中国，但就外包而言，乐高一直坚持，因此，乐高只将其部分生产外包给中国。正如Levi Jakšić（2012）所观察到的，这不仅帮助该公司保持了较高的生产标准，还避免了对中国制造的玩具的否定看法。
Despite its success and its positioning as a global brand, this company has faced a number of challenges over the years, with some of these challenges threatening the company with bankruptcy by 2003. In reference to Green (2017), whereas its main focus as a company is to promote creativity, fun and passion among the users of its toys, the inability for this company to focus nearly contributed to its bankruptcy in 2003. In particularly, owing to the growing competition from digital games and toys, the company’s to these kind of toys as a way of strengthening its market position as a toy maker led to a decline in sales in its mainstream toy business. However, with the declining sales across the globe, the company refocused again on its core toy business and managed to not only revive it but also recover the market it was losing to its competitors. Importantly, the element of play and creativity is not just infused its objectives when marketing its products but also in its internal processes such as recruitment of employees. For instance, the hiring processes of its employees in its subsidiary in Australia includes activities such as asking the prospective candidates to build something using LEGO bricks that truly represents them (Green, 2017, p. 32). By doing this, the company intends to recruit employees who are not only creative but who are also able to promote and preserve the values of this company.
尽管该公司取得了成功，并将其定位为全球品牌，但多年来该公司仍面临着诸多挑战，其中一些挑战威胁到该公司在2003年破产。关于Green（2017年），作为一家公司，其主要重点是促进玩具用户的创造力、乐趣和激情，但该公司无法集中精力几乎导致其在2003年破产。特别是，由于来自数字游戏和玩具的竞争日益激烈，该公司对此类玩具的需求增加，以此加强其作为玩具制造商的市场地位，导致其主流玩具业务的销售额下降。然而，随着全球销售额的下降，该公司再次将重点放在其核心玩具业务上，不仅成功地恢复了该业务，而且还恢复了其在竞争对手面前失去的市场。重要的是，游戏和创造力的要素不仅在营销产品时注入其目标，而且在其内部流程中，如招聘员工。例如，其在澳大利亚子公司员工的招聘流程包括要求潜在候选人使用真正代表他们的乐高积木制作东西等活动（Green，2017，第32页）。通过这样做，公司打算招聘不仅具有创造性而且能够促进和维护公司价值观的员工。