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Chapter lego04

Date post: 20-Jan-2015
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Description:
Curious about the entrepreneurial adventure behind inspiring brands, Brand and Strategic Professional Martijn Arets decided to quit his job, hand in his lease car, ignore all uncertainties and follow his dream. For five months, he travelled more than 15,000 kilometres across Europe in a one-of-a-kind 1971 Volkswagen T2 camper van, meeting with the founders, CEOs and brand managers of 20 authentic European brands in what was to prove a unique trip: Brand Expedition. On popular demand, he has bundled the lessons and stories behind 20 appealing European brands such as Lego, Mini, Skype, The Body Shop and Adidas to create Brand Expedition, the book. More information? Check www.brand-expedition.com or send Martijn a Tweet: @martijnarets.
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READ OUT LOUD THE STORY BEHIND - LEGO- LEGO IS REALLY ENJOYING THE CRISIS
Transcript
Page 1: Chapter lego04

READ OUT LOUDTHE STORY BEHIND

- LEGO-LEGO IS REALLY ENJOYING THE CRISIS

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BEFORE YOU START….

please look into your camera and tell us slowly your name, city and country… Then you can start reading this paragraph out loud… Have fun!

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After all, they had been making children’s toys for 40 years and assumed they knew what their target group wanted. They went wild and started producing all sorts of futuristic models. Traditional themes

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such as firefighters, the police and space travel were given a new and unrecognizable look. Even though Lego still made attractive and high quality toys, children no longer recognized these as having been

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made by Lego. Furthermore, Lego’s products no longer appealed to the children’s imaginations. They simply didn’t ‘get’ them anymore. Lego had become a lifestyle brand, whose name was attached to a variety of

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products, without checking whether the product was in keeping with the Lego image. The focus was on innovation and the short term. The Lego-brick and its founders’ philosophy took second place. The

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number of different types of Lego-pieces, which had been approximately 7,000 for years, rapidly became 14,000. Aside from the fact that this did not contribute to the recognizability or the possibility

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of combining various sets, it also led to an explosive growth inproduction, warehouse and logistic expenses.”

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- END OF RECORDING-


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