Introduction
Building brand value and achieving customer loyalty are objectives accomplished through hard work and sometimes years of activity. An example of an authentic business that can be described as a leader in its market segment is the LEGO Group, or LEGO. The Danish-based company that manufactures children’s construction kits and multi-genre building toys was founded 90 years ago (“About us,” n.d.). Throughout its history, the corporation has gradually conquered the market and become one of the largest manufacturers of children’s toys of the corresponding profile. Assessing LEGO’s performance from different perspectives may help identify the unique aspects of its business and highlight the factors that drive brand visibility and loyalty.
LEGO’s Mission
Despite the popularity of LEGO’s construction kits among different categories of the population, the company’s target audience is children. Therefore, the corporation’s mission statement sounds as follows: “Inspire and develop the builders of tomorrow” (“Lego Group mission,” n.d., para. 1). Ever since the start of the business, LEGO’s mission has been to stimulate creative thinking in young consumers, and due to this clear focus, the company has gained a crucial market share.
Product and Intended Markets
Initially, LEGO’s simple construction kits have been transformed throughout the company’s existence. Modern products of the corporation, including its marketing solutions, adapt to the interests of the target market; this diversification strategy allows for addressing the needs of many consumers (Fanning, 2021). According to Gurcaylilar-Yenidogan (2021), LEGO is constantly improving its product line while building on distinctive product profiles to overcome the competition in the digital entertainment industry.
As a result, by demonstrating flexibility, the company’s products are of interest to a large number of children and adults globally. As a privately held business, LEGO has several major competitors, including Mattel, Hasbro, Bandai Namco, and some others (“LEGO competitors,” n.d.). Nevertheless, with one of the longest histories of existence in its segment, the company in question is the most popular.
Uniqueness of LEGO’s Products
One of the product’s main features is its recognition worldwide. As Gurcaylilar-Yenidogan (2021) argues, in relation to organizational transformations, LEGO is pursuing the principle of continuous change. However, with regard to manufactured goods, the basic features of design kits remain unchanged. The characteristic shape of hollow blocks, connected to each other with special spikes, is a LEGO trademark. The scale of the company’s projects is significant since the corporation is not limited only to children’s sets and constantly releases non-standard kits that can interest a wide range of consumers.
Internal and External Customers
In its global activities, LEGO focuses primarily on external customers. In the USA, Canada, and developed European countries, the company’s products are most popular; in terms of demographics, the male age group from 25 to 34 is the most numerous, although children were originally targeted (“Lego.com,” n.d.). There are even AFOL communities (adult fans of LEGO) that actively cooperate with the company (Brand Minds, 2020). Industry associations involved in the production of similar products, as well as marketing services, may be considered LEGO’s internal customers.
Adding Value to the Organization
To help the organization in question achieve its mission and maintain its credibility in the global marketplace, several objectives need to be addressed. Firstly, given the long history of the brand’s existence, a customer-centric approach should be promoted. AFOLs and other numerous target consumers can rely on brand loyalty and feedback; therefore, a sustainable interaction system needs to be maintained (Brand Minds, 2020).
Secondly, a focus on continuous development is at the core of LEGO’s growth. As Kristensen et al. (2022) argue, there is a positive relationship between staff education and performance, and the needs of the target customers are addressed in the most productive way. Thus, maintaining the brand’s reputation through a customer-centric approach and professional growth are valuable aspects of working in the organization.
Role of Christianity in LEGO’s Activities
In promoting a diversification strategy, LEGO addresses an important principle of choice. Batura (2022) states that “the founder of Lego was a devout Christian,” and that there are relevant spiritual values. Religious dogmas are addressed in the company’s activities (para. 7).
While reaching as many target consumers as possible, LEGO regularly optimizes its product line to meet the interests of numerous buyers worldwide. This approach is in line with Christian ideas of freedom of choice. In addition, according to Batura (2022), the corporation’s marketing department constantly interacts with the fan base, which allows the company to satisfy customers’ needs, guided not only by the goal of accumulating profits. These working methods are compatible with the principles of Christian entrepreneurship.
Conclusion
Customer loyalty and long-term market success achieved by LEGO are a consequence of the continuous development driven by the company and its diversification strategy. The principle of satisfying the interests of the largest possible number of customers globally, which is embedded in the company’s mission, is addressed comprehensively. The brand can be characterized from the standpoint of the uniqueness of the products offered and their diversity, which, in turn, meets the Christian principle of freedom of choice.
References
About us. (n.d.). The LEGO Group. Web.
Batura, P. (2022). The Christian origins of LEGO – And the company’s missed opportunity today. Daily Citizen. Web.
Brand Minds. (2020). LEGO’s success story – 3 defining moments. Brand Minds. Web.
Fanning, C. (2021). Constructed pasts: Narratives of home, history, and otherness in LEGO. The Public Historian, 43(1), 39-61. Web.
Gurcaylilar-Yenidogan, T. (2021). Digital transformation strategy: The LEGO case. Journal of Organisational Studies and Innovation, 8(3), 36-55. Web.
Kristensen, T. B., Saabye, H., & Edmondson, A. (2022). Becoming a learning organization while enhancing performance: The case of LEGO. International Journal of Operations & Production Management, 42(13), 438-481. Web.
Lego.com. (n.d.). Similarweb. Web.
LEGO competitors and similar companies. (n.d.). Craft. Web.
Lego Group mission, vision & values. (n.d.). Comparably. Web.