Subject category:
Strategy and General Management
Published by:
London Business School
Abstract
This is the first of a two-case series (302-067-1 and 302-068-1). This case describes the situation facing Kjeld Kirk Kristiansen, CEO of LEGO, in early 1996. It looks at LEGO''s product diversification strategy, and the changes going on in the marketplace for children''s toys. In particular, it highlights the threat LEGO faces from new competitors such as Nintendo and Sony.
About
Abstract
This is the first of a two-case series (302-067-1 and 302-068-1). This case describes the situation facing Kjeld Kirk Kristiansen, CEO of LEGO, in early 1996. It looks at LEGO''s product diversification strategy, and the changes going on in the marketplace for children''s toys. In particular, it highlights the threat LEGO faces from new competitors such as Nintendo and Sony.