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.
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.