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Lego: Marketing Strategy

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Submitted By Mat75
Words 1945
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Synthèse managériale

I) Analyse de la situation concurrentielle de LEGO sur le marché des jeux et jouets

1) Description des marchés et analyse de la concurrence

2) SWOT : Diagnostic externe

3) SWOT : Diagnostic interne

SYNTHÈSE MANAGÉRIALE

LEGO est une entreprise danoise réputée dans le monde entier pour sa fabrication de jeux qui consistent en l'assemblage élémentaire de briques en plastique. L'entreprise est née en 1932 à l'initiative de la famille Christiansen. Dès sa création, la société a opté pour la conception de jouets contribuant au développement et à l'apprentissage de l'enfant. Sa politique repose sur trois valeurs clés: créativité, imaginaire et appartenance. En outre, l'entreprise privilégie fortement la recherche comme en témoigne son étroite collaboration avec le « Massachussetts Institute of Technology ».

LEGO a connu une forte ascension jusqu’à devenir l’un des premiers fabricants de jouets. Mais à partir de 2000 LEGO commence à afficher des pertes records (250 millions USD en 2003). La diversification du groupe hors de son métier de base, la brique, a fait perdre à LEGO ses consommateurs traditionnels.

Sur le marché français, LEGO a également subi des pertes conséquentes passant d'un résultat net de 16 millions d'euros en 2002 à 6 millions d'euros en 2005. LEGO France fait face à une forte concurrence au sein du marché des jeux et jouets, d'une part la concurrence des autres industriels français du jouet, à savoir les filiales françaises des leaders mondiaux telles que Mattel, Hasbro, Bandaï et Ravensburger et, d'autre part, celle des pays émergents. Par ailleurs, LEGO doit faire face à la concurrence direct de la gamme Megablocks du groupe Mega dont les prix pratiqués s'avèrent être 15 à 20% moins chers. En terme de communication, l'entreprise Mega profite d'une présence importante dans les médias de masse tandis que celle de LEGO est beaucoup plus restreinte, se limitant à la période de Noël. En effet, le groupe a plutôt recours à des moyens directs et des canaux personnels en ce qui concerne la communication.

Obligée de réagir, en 2003 la société met en place un ensemble de mesures destinées à redresser la situation. Les premiers mesures de redressement consistent en la fermeture des sites de production en Corée de Sud et en Susse, la délocalisation vers l’Europe de l’Est et la cession des parcs d’attraction LEGOLAND.
La nouvelle stratégie du groupe consiste à se recentrer sur ses produits classiques, à améliorer les relations avec ses clients et ses distributeurs.
LEGO a également entrepris une restructuration interne avec l’arrivée d’un nouveau PDG Joergen Vig Knudstorp, personne extérieure à la famille Christiansen et une nouvelle structure organisationnelle en 2006. Elle vise le développement des compétences chez les salariés, leur pilotage à partir du pays d’origine (auparavant pour la France le pilotage s’effectuait à partir de la centrale de Milan).

Quelle stratégie marketing l'entreprise LEGO doit-elle mettre en place afin de regagner ses parts de marché au sein du secteur français des jeux et jouets?
Si la marque est bien présente chez les plus jeunes enfants, elle souffre d’un manque d’attrait auprès des 9 ans et plus et auprès des filles. LEGO s’interroge sur les nouvelles possibilités de succès qui lui sont offertes compte tenu des attentes des consommateurs.

Pour répondre à cette problématique nous allons nous atteler dans une première partie à l'analyse concurrentielle de LEGO sur le marché des jeux et jouets. Pour ce faire, nous nous pencherons dans un premier temps sur la description du marché des jeux et jouets ainsi qu'à l'analyse concurrentielle de LEGO sur ce marché. Nous ferons, dans un deuxième temps le diagnostic externe de l'entreprise LEGO et dans un troisième temps, son diagnostic interne. Dans une seconde partie, nous aborderons la stratégie marketing de l'entreprise, à savoir sa stratégie de ciblage et la mise en place d'un positionnement. La troisième et dernière partie sera, quant à elle, consacrée à l'élaboration du plan d'action de LEGO.

I) Analyse de la situation concurentielle de LEGO sur le marché des jeux et jouets

1) Descriptn des marchés et analyse de la concurrence

Les differents marchés

Marché générique marché des jeux et jouets marché des produits pour enfants
Marché principal marché des jeux de construction marché des loisirs créatifs
Marché support plastique ou matière équivalente composantes électroniques
Marché complémentaire des lignes de vêtements lego des jeux vidéos lego (lego racer par ex) des bonbons sous forme de lego logiciels LEGO Factory des livres qui raconte des histoires de personnages lego
Marché de substitution poupées,peluches pour les filles jouets électroniques consoles de jeux

Remarques :
Pour le marché générique on a choisi en plus du marché de jeux et jouet, le marché des produits pour enfants qui peut également contenir des vêtements et des produits de consommation pour enfants (bonbons, cerelac…).
Pour le marché support, il serait judicieux de proposer par exemple des voitures construites à partir de legos et grâce a un moteur et capteur elle peut être commandée à distance (produit technologique à forte valeur ajoutée).
Pour le marché complémentaire, des jeux vidéos pour développer la notoriété de la marque, également des livres dans lesquels il y’aurait des personnages un peu comme « hello kitty » dont les filles raffolent.

2) SWOT : Diagnostic externe

Opportunités Menaces
Taille, structure, descriptif du marché
• Evolution démographique en France (taux de natalité parmi les plus élevés en Europe)
• Evolution sociologique
• Marché concentré

Analyse de la demande
• Consommateurs issus de toutes les générations
• Consommateurs « passionnés »
• Pouvoir d’achat en augmentation des enfants
• Pouvoir d’achat autonome des enfants
• Rôle des enfants comme prescripteurs de la consommation
• Forte sensibilité à la publicité

Distribution
• Augmentation des ventes de jouets des grandes surfaces
• Augmentation des ventes de jouets des spécialistes de jouets

Taille structure descriptif du marché
• Marché des jouets en stagnation en 2009
• Forte saisonnalité des ventes (50% des achats à Noël)

Analyse de l’offre et de la concurrence
• Concurrence intra segments
• Concurrence des pays émergeants
• Forte compétition sur le segment des jouets traditionnels
• Prix moins chers de la part des concurrents
• Contrefaçons (0937)
• Marché secondaire des jouets (2ème main)
• De plus en plus de jeux/jouets technologiques

Analyse de la demande
• Confusion des consommateurs entre les marques Lego et Megablocks

La règlementation
• Etiquetage
• Sélection rigoureuse de matières

3) SWOT : Diagnostic interne

Forces Faiblesses
Entreprise
• Image de marque
• Image de l’entreprise (entreprise citoyenne)
• Restructuration de l’entreprise
(2004-2006)
• 6ème acteur mondial sur le marché des jouets en 2009 (4,8%)
• Augmentation des ventes en 2009 (+22% CA ; +63% de bénéfice)
• Nombreux partenariats (NBA, Disney)
• Forte présence auprès de la clientèle (formation des professionnels, clubs d’utilisateurs)
• Respect des normes et des valeurs
• Vaste réseau de distribution
• 4ème acteur sur le marché des jouets en France (4% part de marché)
• Premier vendeur de jouets pour garçons en France
• Forte présence internationale

Produits et services
• Produits de qualité
• Vaste gamme de produits
• Produit de référence pour la brique de jeu traditionnelle
• Programmes d’apprentissage (écoles, site internet dédié)
• Lancement dans les jeux vidéo (Lego games, Lego Universe)
• Développement du e-commerce et le e-marketing (achat en ligne, jeux gratuites)
• Site internet détaillé avec accès par âge, catégories et thèmes
• Site Internet en plusieurs langues
• Logiciels qui complémentent l’utilisation des produits classiques (LEGO Factory, LEGO Digital Designer)
• Fidélisation des clients (LEGO Club)
• Implication des clients dans le processus de création de nouveaux modèles Entreprise
• Perte de l’avantage concurrentiel de Lego (du lideur mondial au 6ème rang sur le marché des jouets)
• Perte de l’exclusivité sur la vente de briques en plastique
• Manque de distributeurs exclusifs LEGO (magasins LEGO)
• L’entreprise n’est pas cotée en bourse

Produits et services
• Le prix
• Offre insuffisante pour les filles
• Offres insuffisante pour les enfants de 9 ans et plus
• Communication insuffisante sur les produits « non traditionnels »
• Site Internet peu attractif
• Site internet mal structuré (pas de recherche par prix, mauvaise distinction entre catégories et thèmes)
• Faible utilisation du Web 2.0 (interactivité entre les internautes)
• Absence de versions françaises pour LEGO Factory, LEGO Serious Play et LEGO Digital Designer

LEGO a su préserver son image de marque et la qualité de ses produits.
Grace à une nouvelle stratégie marketing l’entreprise se démarque par de nouveaux produits tels que des logiciels d’aide à la conception de modèles de construction ou des jeux vidéo. Ainsi elle crée des liens entre la création physique (jeu de construction plastique) et un univers virtuel imaginé par ses consommateurs.
Quant à son produit de base, la brique en plastique, Lego a perdu l’exclusivité de la fabrication, marché qui profite depuis une dizaine d’année à son concurrent Mega Brands.

En 2009 LEGO a terminé avec un chiffre d'affaires en progression de 22 % à 1,566 milliard d'euros et un bénéfice net qui a augmenté de 63 %, passant de 181 millions d'euros à 296 millions d'euros. Une performance assez remarquable alors que le marché du jouet a globalement stagné en 2009. Lego, sixième acteur mondial, a vu sa part de marché global croître pour atteindre 4,8 %. En 2010, le danois prévoit une poursuite de sa croissance sur un marché qui reste stagnant. Il devrait commercialiser une gamme de jouets Toy Story 3, sous licence Disney.
En France LEGO est le 5ème acteur du jouet avec 4 % du marché. L’entreprise a écoulé 6,5 millions de boîtes, au prix moyen de 20 euros, et a vu son chiffre d’affaires grimper de 25 %. Entre janvier et août 2010, ses ventes ont crû de 32 %. Du coup, Lego France a relevé à la hausse ses objectifs. Il vise désormais 30 % de hausse en 2010, et plus de 20 % en 2011.

Une nouvelle tendance se dessine depuis quelques années. Les briques Lego sortent des salles de jeux, pour investir les galeries d'art, les clips ou les court-métrages. En 2001, le groupe de rock américain The White Stripes réalise son clip vidéo en utilisant l'animation image par image de briques de Lego. Autre clip en Lego : « 8 bit trip » du groupe suédois Rymdreglage, qui aura nécessité 1500 heures de travail.
Dans les galeries d’art l'artiste américain Nathan Sawaya, se spécialise dans les sculptures à base de briques de LEGO. L'artiste Jan Vormann répare les murs des villes à l'aide de briques Lego :
Outre l'utilisation de briques en plastique comme matière première, les produits LEGO inspirent aussi les artistes, notamment dans l'aspect graphique proche du pixel art pour la création d'œuvres.

Finalement on peut noter que la communauté de fans de LEGO est très active. Sur Internet on peut trouver un nombre impressionnant de ressources, que ce soient des pièces rares, des constructions inédites, ou encore des modifications de pièces ou de personnages d'origine. Flickr abrite une grande communauté de fans qui créent des personnages ou des constructions non officielles, parfois en fabriquant eux-mêmes des pièces.

La segmentation du marché des jeux et des jouets :
Segmentation en sous-classes d’âge :
• moins de deux ans
• 3 à 4 ans
• 5 à 6 ans
• 7 à 8 ans
• 9 à 11 ans
• 12 ans et plus (16 ans)
Segmentation par catégories :
• figurines ; jeux de société ; habillement, articles ménagers et jeux de plein air ; jeux vidéo ; jeux de construction ; robotique ; livres ; porte-clés, stylos ; produits de saison (chaussettes père Noël) ; filles
Segmentation par thèmes :
• briques, trains, Toy Story ; Star Wars ; Pirates ; Bob l’Eponge…

Les cibles actuels de LEGO :
• Enfants de 0 à 16 ans sur le marché des jeux et des jouets

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...Cadbury to be part of responsible marketing pledge VIVEAT SUSAN PINTO said the company was com- Kellogg’s, General Mills, Mars, sist from advertising their prod- specific nutrition criteria or have Mumbai, 20 July mitted to being part of the Coca-Cola and PepsiCo — ucts to children below 12 years. been requested by or agreed by pledge and would transition its which made the pledge to pro- The India Pledge is said to the school administrator. C hocolate major Cadbury product marketing strategy to mote healthy dietary habits be part of the EU initiative. The Pledge also says that will join the group of children in accordance with among young children. Besides the no advertising these companies will commis- companies which yes- the policy. “The intent is def- Cadbury’s inclusion is in line clause, the India Pledge also sion an independent compli- terday pledged they would not initely there,” the spokesper- with parent company Kraft urges companies to desist from ance monitoring system to keep advertise their food & beverage son said. Foods’ policy of responsible ad- commercial communication re- an eye on the advertising com- products to children below 12 With this, Cadbury joins the vertising and marketing to chil- of the cause for sometime now. a signatory to the EU Pledge, lated to food and beverage prod- mitment made by them on TV, years. seven-member club — Hin- dren. The US-based food & bev- Kraft was one of the first which...

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Bisness Ethics

...Final Project: Marketing Plan. Introduction to Marketing Professor University Of Phoenix In this final project we will be introducing a product or service that will be introduced in to the public. I have chosen a service for this assignment for the simple fact that it is a service that I am familiar with and feel rather confident that I will be able to develop an appropriate marketing plan. The service that I have chosen for this assignment would be an automotive repair shop. This automotive repair shop will have the ability to service any of your automotive need from oil changes to complete engine overhauls and every thing in between. The size of this automotive repair shop will be larger that other typical repair shops for the reason that will have the ability to repair any and every problem that any car on the road might have. The location of the automotive repair shop is located in a growing middle class community with out many competitors. The only competitors this repair shop has are miles away and do not have the tools nor the ability to perform particular and model specific repairs. These are just a few of the qualities this repair shop has over their leading competitors. The target market for this automotive repair shop is practically anybody who is looking for an affordable reliable automotive repair shop that is dedicated to doing the job right the very first time. What makes owning an automotive repair shop less risky than other types of businesses...

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