A STUDY ON GLOCALIZED PRODUCT STRATEGY OF LEGO GROUP
乐高集团全球化产品战略研究
Abstract
摘要
The rise of globalization wave has changed people's consumption habits and also put forward higher requirements for product quality. The effective implementation of product strategy is crucial for multinational enterprises to gain market share. With the increasingly fierce competition, more and more enterprises begin to combine glocalization with product strategy. Product strategy is a general term that encompasses product portfolio strategy, product brand strategy, new product development strategy. product service strategy, product packaging strategy and so on, which is the fundamental business strategy. A high-quality product strategy can attract more consumers and thus achieve the profit goal.
全球化浪潮的兴起改变了人们的消费习惯，也对产品质量提出了更高的要求。产品战略的有效实施是跨国公司赢得市场份额的关键。随着竞争的日益激烈，越来越多的企业开始将全球本土化联合收割机与产品战略相结合。产品战略是产品组合战略、产品品牌战略、新产品开发战略的总称。产品服务战略、产品包装战略等，这是企业的根本经营战略。一个高质量的产品策略可以吸引更多的消费者，从而实现利润目标。
The LEGO Group has used its fantastic product operation methods to promote bricks to the world, achieving continuous revenue growth and establishing a large consumer base. Therefore, this thesis takes it as the research object, analyzes its product strategy and attempts to summarize its successtul experience from the perspective of glocalization by using the literature analysis method, case analysis method and comparative research method.
乐高集团用其梦幻般的产品运营方式将积木推向世界，实现了收入的持续增长，并建立了庞大的消费群体。因此，本文以其为研究对象，运用文献分析法、案例分析法和比较研究法，从全球本土化的角度分析其产品战略，并试图总结其成功经验。
At the moment, the majority of research on the LEGO Group is on its brand strategy and marketing strategy. The purpose of’ this thesis is to examine the LEGO Group's product strategy from the glocalized view. LEGO focused primarily on standardized product strategy at the early stage. Later, the globalization strategy was unable to meet the development needs of it due to the constant changes in the international market, and then the product strategy combining globalization and localization was implemented. First, this thesis analyzes the LEGO Group's product strategy from globalized view: LEGO's product line for the global market is basically consistent; LEGO integrates brand management into the company's core operations and allows customers worldwide
目前，对乐高集团的研究主要集中在其品牌战略和营销战略上。本文旨在从全球本土化的角度来审视乐高集团的产品战略。乐高在早期阶段主要专注于标准化产品战略。后来，由于国际市场的不断变化，全球化战略已不能满足其发展需要，于是实施了全球化与本土化相结合的产品战略。 首先，本文从全球化的角度分析了乐高集团的产品战略：乐高面向全球市场的产品线基本一致;乐高将品牌管理融入公司的核心业务，让全球客户
to take part in brand building; the company has established a R&D process and quality system, and it has strict quality requirements; All after-sales issues may be resolved by first-class service, and the unified official website offers customers exceptional convenience and high-quality service; LEGO has always focused on the contradiction between plastic materials and environment protection. Recently, it has made a commitment to developing sustainable packaging. Second, this thesis discusses the localized practice of its current product strategy: the company has launched various products for local markets in recent years; it implements multi-brand strategy, brands alliance and brand extension. The group differentiates its brand positioning; its service personnel are hired from local markets. Multilingual official website maximizes localization of service form; packaging style of brick is designed according to consumer preferences. Later, it is stated that LEGO's product strategy has an impact on its other marketing strategies in the international market: the high-level product operation strategy also places higher demands on promotion, and brand positioning affects its place and pricing in different countries. Finally, this thesis attempts to provide advice on how to internationalize domestic toy by improving product quality, increasing investment in technology, improving service system, emphasizing brand characteristics, increasing interaction with foreign consumers, interacting with other culture and combining the globalization strategy with localization strategy. The goal is to assist China's toy companies in improving product competitiveness and successfully entering international markets.
乐高集团积极参与品牌建设;公司建立了&研发流程和质量体系，对质量要求严格;所有售后问题都可以通过一流的服务来解决，统一的官方网站为客户提供了非凡的便利和优质的服务;乐高一直关注塑料材料与环保之间的矛盾。 最近，它承诺开发可持续包装。其次，本文探讨了其现行产品战略的本土化实践：近年来，该公司针对本土市场推出了多种产品，实施了多品牌战略、品牌联盟和品牌延伸。该集团的品牌定位与众不同;其服务人员是从当地市场招聘的。 多语种官网最大限度实现服务形式本地化;砖的包装风格根据消费者喜好设计。 之后又陈述了乐高的产品策略对其在国际市场上的其他营销策略有影响：高水平的产品运营策略也对推广提出了更高的要求，品牌定位影响其在不同国家的投放和定价。 最后，本文试图从提高产品质量、加大技术投入、完善服务体系、突出品牌特色、加强与国外消费者的互动、与其他文化的互动以及全球化战略与本土化战略相结合等方面为国产玩具国际化提供建议。目的是帮助中国玩具企业提高产品竞争力，成功打入国际市场。
The current product strategy of the LEGO Group has realized the combination of globalized view and localized practice, which has promoted its great success in the international market. Its bricks have also been loved by more consumers. This thesis analyze LEGO's product strategy from the standpoint of glocalization, which has far-reaching implications. The thesis not only enriches the research on the LEGO Group,
乐高集团目前的产品战略实现了全球化视野与本土化实践的结合，推动了其在国际市场上的巨大成功。它的砖块也受到了更多消费者的喜爱。本文从全球本土化的角度分析乐高的产品策略，具有深远的意义。本文不仅丰富了乐高集团的研究，
II
but also provides valuable experience for domestic toy enterprises developing glocalized product strategies.
也为国内玩具企业制定全球本土化产品战略提供了宝贵的经验。
Key V'ords: glocalization; product strategy; product internationalization
关键词：全球本土化;产品战略;产品国际化
Contents
内容
抽象。我
Chapter I Introduction 1
第一章导言1
Background of the Study. 1
研究的背景。1
Research Significance 3
研究意义3
Research Content and Methodology 3
研究内容和方法3
Innovations. 6
创新。6
Chapter II Literature Review 7
第二章文献综述7
Literature Review 7
文献综述7
Glocalization-related Studies 7
全球化相关研究7
Studies on Glocalization of LEGO Group 13
乐高第13组的全球定位研究
Definition of Concepts 16
概念定义16
Glocalization. 7
全球定位。7
Product Strategy. 17
产品战略。17
Chapter III Global Operations Overview of LEGO's Product. 21
第三章乐高产品全球运营概况。21
History and Status Quo of LEGO Group. 21
乐高集团的历史和现状。21
History. 21
历史21
Status Quo 26
现状26
LEGO's Product Features 27
LEGO的产品特点27
LEGO's International Target Markets 29
乐高的国际目标市场29
Market Performance of LEGO Products. 30
乐高产品的市场表现。30
Rising of Turnover. 31
营业额上升。31
VI
Increasing of Market Share 32
市场占有率32
Popularity of Bricks 32
32砖块的人气
Chapter IV Analysis of LEGO's Glocalized Product Strategy 34
第四章乐高全球本土化产品策略分析34
Globalized Operations of LEGO's Product Strategy 34
乐高产品战略的全球化运作34
Consistency of Product Portfolio 35
产品组合的一致性
Management of Global Product Brand 38
全球产品品牌管理38
Standardization of New Product Development Process 40
新产品开发流程的标准化
Global Standardization of Service 42
全球服务
Sustainability of Packaging. 44
包装的可持续性44
Localized Operations of LEGO's Product Strategy 45
乐高产品战略的本地化运作45
Diversification of Product Types 45
产品类型多样化45
Localization of Brand Strategy. 49
品牌战略的本土化。49
Localization of Service Form 51
服务表格51的本地化
Localization of Packaging Strategy 51
包装战略的本地化
Impact o1" LEGO‘s Glocalized Product Strategy on Other Marketing Strategies 53
乐高全球本土化产品策略对其他营销策略的影响
Impact of Product Strategy on Promotion ..............................,...................,. 53
产品策略对促销的影响.，. 53
Impact of Product Brands on Pricing and Place 54
产品品牌对定价和地点的影响
Chapter V Practical Enlightenment of LEGO Group on the Internationalization of China's Toy Products 57
第五章乐高集团对中国玩具产品国际化的实践启示
Standardization and Globalization of Product Quality 58
产品质量的标准化和全球化
Increasing Investment in R&D 58
增加研发投资58
Improving Service System and Finding Problems in Time 59
完善服务体系及时发现问题59
Regionalization and Localization of Non-core Elements 61
非核心要素的区域化和本地化
Highlighting Brand Features and Differentiating Competition 61
突出品牌特色差异化竞争61
Increasing Interaction with Foreign Consumer. 62
加强与外国消费者的互动。62
Capturing Similarities and Harmonizing Local Culture Diversity 62
捕捉相似性和协调当地文化多样性62
Adopting a Strategy that Integrates Globalization and Localization. 63
采用整合全球化和本地化的战略。63
Chapter VI Conclusion 66
第六章结论66
Major Findings 66
主要调查结果66
Limitations and Prospects of the Study. 68
研究的局限性与展望。68
References 70
参考文献70
Acknowledgements 74
鸣谢74
VIII
Chapter I Introduction
第一章导言
Chapter I Introduction
第一章导言
An open economy has carried an ever increasing number of iteiiis to the world market and the debate has arisen as to whether companies should operate in a globalized way or a localized manner. In the early years, fewer toy brands existed in the international market, so LEGO does not have to worry too much about competitors. However, new toy brands began to increase just like bamboo shoots after a spring rain with the development of changing markets. How to beat competitors and expand market share have become issues imperative for LEGO to handle. With a long history and high brand loyalty, LEGO is the head of the brick industry today. It has not only achieved globalization by making full use of its brand advantages, but also achieved high growth in turnover in recent years by designing different products according to the consumer's needs in various regions.
开放的经济将越来越多的知识产权带到世界市场，关于公司应该以全球化的方式还是以本地化的方式经营的辩论已经出现。早些年，国际市场上存在的玩具品牌较少，因此乐高不必太担心竞争对手。 然而，随着市场的发展变化，新的玩具品牌如雨后春笋般涌现。如何击败竞争对手，扩大市场份额，已成为乐高公司必须解决的问题。 LEGO拥有悠久的历史和极高的品牌忠诚度，是当今砖行业的领头羊。它不仅充分利用品牌优势实现了全球化，而且通过根据各地区消费者的需求设计不同的产品，近年来实现了营业额的高增长。
Background of the Study
的研究背景
Globalization has progressively transformed the world into an entity. Globalization and localization, which seem to be contradictory words, are moving toward integration step by step. The market economy has become more and more open under the catalyst of globalization. Products and services from other countries are slowly making their way into people's daily lives. Multinational companies must determine whether to implement product standardization or localization first when developing product strategies. There are two choices, one is producing and selling standardized products in the world and the other is designing different products to meet the needs of each particular market (Hou, 2007). The products under glocalization are material carriers for intercultural communication, and they are the results of cultural exchanges. Merchandise with local
全球化使世界逐渐变成一个实体。全球化与本土化，这两个看似矛盾的词汇，正一步步走向融合。市场经济在全球化的催化下越来越开放。来自其他国家的产品和服务正在慢慢进入人们的日常生活。 跨国公司在制定产品战略时必须确定是先实施产品标准化还是本地化。有两种选择，一种是在世界范围内生产和销售标准化产品，另一种是设计不同的产品以满足每个特定市场的需求（侯，2007）。全球本地化产品是跨文化交际的物质载体，是文化交流的结果。与当地人交谈
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
culture is transported to the world, and civilization is updated accordingly. The LEGO Group is a large international toy company based on building bricks, supplemented by education, games and entertainment. LEGO occupies nearly 70% of market share in the world. The process of LEGO adaptation to each country's culture is its glocalization.
文化传播到世界，文明也随之更新。乐高集团是一家以积木为主，教育、游戏、娱乐为辅的大型国际玩具公司。乐高占据了全球近70%的市场份额。乐高适应各国文化的过程就是全球本土化。
The LEGO Group has been at the top of the international toy brand list for several years all along. The Group has a very high reputation in the brick industry. The success of LEGO lies not only in its innovative design and excellent product quality, but also in its excellent methods of product operation. With nearly 90 years of history, the LEGO Group continues to test new product designs and explore new product lines. LEGO's legend is a successful story in the global marketplace. To better adapt to consumers' preferences in different countries and regions, LEGO actively conducts localization strategy, develops new product lines, designs bricks, employs local designers, collaborates with local enterprises, and so on, all of which contribute to the LEGO Group's long-term success.
乐高集团沿着在国际玩具品牌排行榜上名列前茅。本集团在制砖行业享有极高声誉。乐高的成功不仅在于其创新的设计和卓越的产品质量，还在于其卓越的产品运营方法。拥有近90年历史的乐高集团不断测试新的产品设计，探索新的产品线。乐高的传奇是全球市场的成功故事。 为了更好地适应不同国家和地区消费者的喜好，乐高积极进行本地化战略，开发新的产品线，设计积木，聘请当地设计师，与当地企业合作等，这些都有助于乐高集团的长期成功。
China is the biggest exporter of toys and the second biggest consumer of toys in the world. For China, overall market volume and consumer potential still have a lot of room for improvement. Supplying more than 75% of the world's toys, however, most toy manufacturers in China are original equipment manufacturers (OEMs). In a word, there are many problems with China's toys. Foreign toy markets are increasingly expanding, and China's toy enterprises can not delay upgrading and transformation to seize the market oppominity. This necessitates learning from successful large enterprises both at home and abroad, as well as implementing a suitable product strategy. LEGO's success is an industry model, and its global product strategy is worth studying for domestic businesses. Building a positive brand image and operating in a glocalized manner are critical success factors.
中国是世界上最大的玩具出口国和第二大玩具消费国。对于中国而言，整体市场体量和消费潜力仍有很大提升空间。然而，中国的玩具供应量占全球的75%以上，大多数玩具制造商都是原始设备制造商（OEM）。一句话，中国的玩具有很多问题。国外玩具市场日益扩大，我国玩具企业要抓住市场机遇，升级转型刻不容缓。这就需要向国内外成功的大企业学习，并实施合适的产品战略。 乐高的成功堪称行业典范，其全球化的产品策略值得国内商家学习。建立积极的品牌形象和以全球本地化的方式运营是成功的关键因素。
Chapter’ I lntroduction
第一章引言
Research Significance
研究意义
This thesis broadens the research direction on the LEGO Group. At the sane time, the analysis of LEGO Group's product strategy has practical implications for the export of China's toy brands. It guides the future development of domestic toy businesses.
本文拓宽了乐高集团的研究方向。同时，对乐高集团产品战略的分析对我国玩具品牌的出口也具有一定的现实意义。它指导着国内玩具企业的未来发展。
According to a review of the related literature, there are numerous studies on glocalization both at home and abroad, the majority of which focus on theoretical research. Some studies concentrate on companies’ marketing strategies. In contrast, this thesis studies how LEGO, the world's largest brick manufacturer, implements product strategy in the global market from the standpoint of glocalization. Furthermore, most studies on the LEGO Group before focused on the educational signiflcanee of its bricks, this study also broadens the research direction on LEGO.
通过对相关文献的回顾，国内外对全球本土化的研究很多，但大多数都集中在理论研究上。一些研究集中在公司的营销策略。而本文则从全球本土化的角度研究全球最大的积木制造商乐高公司如何在全球市场上实施产品战略。此外，以往对乐高积木的研究多集中在积木的教育意义上，本研究也拓宽了乐高积木的研究方向。
Global economic integration has become an unstoppable trend, and any enterprise seeking long-term growth in the inteniational market must adapt to it. China has a large population and a broad market. Children's toys are in high demand in China, particularly among post-1990s parents. COVID-19 has recently stimulated the development of the toy industry, allowing children to have fiin at home. Domestic toy enterprises are developing, but they're unable to compete with established inteniational toy enterprises. LEGO's product has gained a foothold worldwide, and its successful glocalization strategy can serve as a model for domestic industry. It will play an important role in guiding China's toy exports.
全球经济一体化已成为不可阻挡的趋势，任何寻求国际市场长期增长的企业都必须适应这一趋势。中国人口众多，市场广阔。儿童玩具在中国需求量很大，尤其是在90后父母中。COVID-19最近刺激了玩具行业的发展，让孩子们可以在家里玩得开心。国内玩具企业虽有发展，但却无法与国际老牌玩具企业竞争。乐高的产品已经在世界范围内站稳脚跟，其成功的全球本土化战略可以为国内行业提供借鉴。这将对中国玩具出口起到重要的指导作用。
Research Content and Methodology
研究内容与方法
This thesis explores its product strategies in global markets from the view of glocalization. It is divided into six chapters:
本文从全球本土化的角度来探讨其在全球市场的产品策略。全文共分六章：
The first chapter is the introduction, which briefly introduces the background and
第一章是绪论，简要介绍了本文的研究背景和研究方法，
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
significance of the study. Under the economic globalization, multinational companies have to implement glocalization strategies to access changing markets. There is much significance for the study. Then research content and methodology are described. Finally, innovations of the thesis are pointed out.
研究的意义。在经济全球化的背景下，跨国公司必须实施全球本土化战略，以适应不断变化的市场。这一研究具有重要意义。然后介绍了研究内容和方法。最后指出了本文的创新之处。
The second chapter is a literature review. The literature review is divided into two parts: one is summaries of glocalization and the other is a review of glocalization studies on LEGO. The second part clarifies key concepts in the thesis, such as glocalization and specific aspects of product strategy. A theoretical foundation is laid for the later part of the thesis.
第二章为文献综述。文献综述分为两个部分：一是全球本地化综述，二是乐高全球本地化研究综述。第二部分阐明了论文中的关键概念，如全球本土化和产品战略的具体方面。为论文的后半部分奠定了理论基础。
Chapter three provides a brief overview of LEGO's global operations. In addition to LEGO's development history and its status quo, it covers LEGO's current target markets, product features and market performance, all of which reflect LEGO's success and prepare for the following analysis of its product strategy. It also lays the foundation for the following suggestions for domestic companies based on LEGO's outstanding performance.
第三章简要介绍了乐高的全球业务。除了乐高的发展历史和现状外，还涵盖了乐高目前的目标市场、产品特点和市场表现，这些都反映了乐高的成功，并为下面分析其产品策略做好准备。也为基于乐高的出色表现，对国内企业提出以下建议奠定了基础。
Chapter four analyzes LEGO's product strategy in the global market from the perspective of glocalization, which is mainly divided into two parts. One is globalized operations of LEGO's product strategy, which includes consistency of its global product portfolio and brand management, standardization of service concept, standardization of new product development process and sustainability of packaging. The second part gives an in-depth analysis of the localized operations of LEGO's product strategy: LEGO has different product types in different countries, localized brand strategies, localized service processes and service forms and localized packaging styles. Through comparison of strategies in different markets, the successful experience of LEGO can be summarized. All of these will provide experience for domestic toy enterprises to achieve product internationalization. LEGO's product strategy has a great influence on other marketing
第四章从全球本土化的角度分析乐高在全球市场的产品策略，主要分为两个部分。一是乐高产品战略的全球化运营，包括全球产品组合和品牌管理的一致性、服务理念的标准化、新产品开发流程的标准化和包装的可持续性。第二部分深入分析了乐高产品战略的本土化运作：乐高在不同国家有不同的产品类型、本土化的品牌战略、本土化的服务流程和服务形式以及本土化的包装风格。通过比较乐高在不同市场的策略，总结乐高的成功经验。 这些都将为国内玩具企业实现产品国际化提供经验。乐高的产品策略对其他营销有很大的影响
Chapter J Introduction
J章导言
strategies. The standardized operation makes promotion more high quality. Differences in braid position lead to distinction in place and pricing.
战略布局标准化的操作，让推广更高质量。编织位置的差异导致位置和价格的差异。
In Chapter five, based on the research of the whole thesis, the author summarizes the LEGO's desirability, points out the problems of domestic toy enterprises and makes suggestions and recommendations to improve their export competitiveness.
第五章在全文研究的基础上，总结了乐高玩具的可取之处，指出了我国玩具企业存在的问题，并提出了提高我国玩具企业出口竞争力的对策和建议。
In Chapter six. the entire thesis is summarized, the author points out that the study still has many problems due to limited resources and personal capacity. The field deserves more exploration. LEGO's successful experience is still ready for researching.
在第六章。对全文进行了总结，指出由于资源和个人能力的限制，本研究还存在许多问题。这个领域值得更多的探索。乐高的成功经验仍有待研究。
This thesis adopts a variety of research methods, which include,
本文采用了多种研究方法，
Literature analysis method
文献分析法
Through reviewing. analyzing and organizing existing literature on the toy brand LEGO and glocalization theory at home and abroad, a theoretical foundation is laid for the later thesis. By drawing on and summarizing former studies, a general review of LEGO product strategy is formed. A deep understanding of the glocalization operation of the enterprise can be gained.
通过审查。分析和整理了国内外已有的关于玩具品牌乐高和全球本土化理论的文献，为后面的论文奠定了理论基础。在借鉴和总结前人研究成果的基础上，对乐高产品战略进行了综述。深入了解企业的全球本地化运作。
Case analysis method
案例分析法
LEGO. a famous Danish toy brand, the thesis gives its two specific markets: China and the United States. The author details its successful experience in both countries, promotes the integration of theory and practice with real cases and offers suggestions for domestic toy enterprises by summarizing its operation strategies.
乐高。丹麦著名玩具品牌，本文给出了其两个具体市场：中国和美国。本文详细介绍了中美两国的成功经验，以真实的案例促进理论与实践的结合，并通过总结其经营策略为国内玩具企业提供建议。
Comparative research method
比较研究法
In this thesis, the writer makes comparisons of LEGO's product strategies in two countries, which leads to general conclusions about its glocalized product strategy. There are huge cultural differences between different countries, and comparison of specific aspects is more conducive to getting the main idea of the whole thesis.
在本文中，作者通过对乐高在两国的产品策略进行比较，得出了乐高全球本土化产品策略的一般性结论。不同国家之间存在着巨大的文化差异，从具体方面进行比较更有利于把握整篇论文的主旨。
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
Innovations
创新
At present, most studies on glocalization at home focus on theoretical research. Studies on enterprises mainly concentrate on enterprises' localization strategy and marketing strategies. This thesis thoroughly combines glocalization theory with LEGO's practical product strategy. The author employs comparative analysis to describe LEGO's specific product strategies in various markets.
目前，国内对全球本土化的研究大多集中在理论研究方面。对企业的研究主要集中在企业的本土化战略和市场营销战略上。本文将全球本土化理论与乐高公司的实际产品策略进行了深入的结合。作者采用比较分析的方法来描述乐高在不同市场的具体产品策略。
Since LEGO first entered the education industry when it entered China, most academics have concentrated on its educational significance. In China, there is less research on LEGO's glocalized product strategy. This thesis introduces one of the traditional marketing mix theories: product strategy, which also broadens the research direction on the LEGO Group. At the same time, the thesis also provides reference ideas for the product strategy research of domestic peer enterprise.
自从乐高进入中国，第一次进入教育行业以来，大多数学者都集中在它的教育意义上。国内对乐高全球本土化产品策略的研究较少。本文介绍了传统营销组合理论中的产品策略，拓宽了对乐高集团的研究方向。同时，本文也为国内同行企业的产品战略研究提供了可借鉴的思路。
Chapter II Literature Review
第二章文献综述
Chapter II Literature Review
第二章文献综述
The literature review is an overview of the theories and concepts mentioned in the thesis. The overall understanding or’ theories and concepts is conducive to laying the theoretical foundation for the full text. For this thesis, there are many studies on glocalization theory, including various theoretical and practical studies. Glocalization theory is a guide for the business practices of large multinational companies. As a toy brand that has been rooted in the world market for many years. LEGO's excellent localization strategy in the last few years is also a source of interest to scholars. Therefore, the author mainly summarizes the research of domestic and foreign scholars on glocalization in the first part of this chapter, all of these lay the theoretical foundation for the following contents. What is product strategy? What does product strategy include? These are also the focus of the full thesis, which is extremely helpful for understanding LEGO's product operations globally.
文献综述部分是对本文所涉及的理论和概念的综述。对理论和概念的全面理解，有助于为全文奠定理论基础。对于本论文来说，关于全球本地化理论的研究很多，包括各种理论和实践研究。全球本土化理论是大型跨国公司商业实践的指南。作为一个扎根世界市场多年的玩具品牌。乐高近几年来出色的本土化策略也引起了学者们的兴趣。 因此，本章第一部分主要对国内外学者关于全球本土化的研究进行综述，为下文的内容奠定理论基础。什么是产品战略？产品战略包括哪些内容？这些也是全文的重点，这对了解乐高在全球的产品运营非常有帮助。
Literature Review
文献综述
The debate over glocalization theory has continued for a long time. Some scholars support the complete standardization strategy and others support the localized strategy. This contradiction is resolved by the emergence of glocalization theory. Comprehensive studies on glocalization theory and LEGO from the world aid in the later analysis of how the LEGO Group thinks globally and acts locally.
关于全球本土化理论的争论已经持续了很长时间。一些学者支持完全标准化战略，另一些学者支持本地化战略。全球本土化理论的出现解决了这一矛盾。通过对全球本土化理论和世界乐高的综合研究，分析了乐高集团的全球化思维和本土化行为。
Glocalization-related Studies
全球化相关研究
By searching academic platforms such as CNKI, Google Scholar and Vipshop, it is found that the research on glocalization at home and abroad is increasing these years.
通过检索CNKI、GoogleScholar、唯品会等学术平台，发现近年来国内外关于全球本地化的研究呈上升趋势。
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
The issue of globalization and localization is also a hot topic that encompasses both economic and cultural elements. In the context of global economy integration, glocalization theory is also widely used by multinational companies in their business practices. This part mainly states current research on glocalization.
全球化与本土化的问题也是一个既包含经济因素又包含文化因素的热门话题。在全球经济一体化的背景下，全球本土化理论也被跨国公司广泛应用于其经营实践中。该部分主要阐述了全球本地化的研究现状。
Overseas Research
海外研究
As early as the 1960s, there was debate in other countries about whether companies should standardize products globally or localize products for each individual market (Whitelock & Pimblett, 1997). The earliest debates arose in the advertising industry. In his paper How infer national can European advei tising be, Elinder (1965) emphasizes the importance of standardized advertisements. He claims that European consumption patterns were changing and that standardized advertising formats would promote brand awareness. Ryans and Donnelly(1969), on the other hand, believe that standardiZatiOn Of advertisements in Europe is not feasible. European countries have their own traditions, languages, scripts, habits, and cultures, which are unlikely to change in a short period of time. It is not known whether Europe can welcome the standardization of advertisements.
早在20世纪60年代，其他国家就有关于公司是否应该在全球范围内标准化产品或针对每个市场本地化产品的辩论（Whitelock&Pimblett，1997）。最早的争论出现在广告业。Elinder（1965）在他的论文《HowinferentnationalcanEuropeanadveitisingbe》中强调了标准化广告的重要性。他声称，欧洲的消费模式正在发生变化，标准化的广告格式将提高品牌知名度。另一方面，Ryans和Donnelly（1969）认为，在欧洲，广告的商业化是不可行的。欧洲国家有自己的传统、语言、文字、习惯和文化，这些都不太可能在短时间内改变。欧洲是否能欢迎广告标准化尚不清楚。
The debate reached its peak when Levitt published his article Globalization of mai kels in the Hai vat d Business Review in 1983. This article resulted in the term “globalization” being added to the management lexicon. Levitt explicitly introduces the concept of “global marketing”. In the article, he points out that the development of technology has led to a unified global market demand, that is, a demand for high-quality, reasonably priced, standardized products. He calls for large companies to provide a uniform product to the world and adopt a single marketing approach. Levitt thinks that companies can take full advantage of economies of scale and maximize profits in this way. Economies of scale are an extremely effective way to reduce costs, and lower costs contribute to higher profits. Terpstra also expressed similar views to Levitt in his article
1983年，莱维特在《商业评论》上发表了他的文章《商品全球化》，这场争论达到了顶峰。这篇文章导致“全球化”一词被添加到管理词汇中。莱维特明确地引入了“全球营销”的概念。他在文章中指出，技术的发展导致了全球统一的市场需求，即对高质量、价格合理、标准化产品的需求。 他呼吁大公司向世界提供统一的产品，并采取单一的营销方式。莱维特认为，公司可以通过这种方式充分利用规模经济，实现利润最大化。规模经济是降低成本的一种非常有效的方式，而降低成本有助于提高利润。特普斯特拉在文章中也表达了与莱维特类似的观点
8
Chapter
章 II Literature
文学 Review
审查
Infer national Mai keting published in 1987.
1987年出版的《推断国家市场》。
Besides Levitt, many other scholars also emphasize the relationship between standardized operation strategies and business performance. In his pioneering article on marketing standardization, Buzzell(1968) expresses that profitability is a crucial element in assessing the appropriateness of standardization. Another author named Jain(1989) also considers that economic payoff is a key to the decision of standardizing marketing practice globally. “Long-term economic payoff is considered to be a critical element on which the decision to standardize should be based'(Samiee & Roth, 1992, p.1).
除了莱维特，许多学者也强调标准化经营战略与企业绩效的关系。Buzzell（1968）在其关于营销标准化的开创性文章中表示，盈利能力是评估标准化适当性的关键因素。另一位作者Jain（1989）也认为，经济收益是决定全球市场营销规范化的关键。“长期的经济回报被认为是标准化决定的一个关键因素”（Samiee&Roth，1992年，第1页）。
Samiee and Roth (1992), on the other hand, use empirical studies to show the influence of global standardization of marketing on performance. In The influence of global mai keling slander dization on perfoi mance, they empirically investigate the differences among companies that emphasize global standardization and other companies that use less standardization. The findings show that market coverage and capacity utilization are important considerations for companies that emphasize global standardization. Specialty products and high-priced product markets are also important considerations for these companies. However, there is no diff'erence between companies emphasizing global standardization and others in the critical performance area. The cost savings mom standardization are only incidental, and the standardization strategy pioved to have no impact on the company’s performance.
另一方面，Samiee和Roth（1992）使用实证研究来说明营销全球标准化对绩效的影响。在《全球麦克林诽谤对绩效的影响》一书中，他们实证研究了强调全球标准化的公司和其他不太使用标准化的公司之间的差异。调查结果表明，市场覆盖率和产能利用率是强调全球标准化的公司的重要考虑因素。专业产品和高价产品市场也是这些公司的重要考虑因素。然而，在强调全球标准化的公司和其他在关键性能领域的公司之间没有区别。标准化带来的成本节约只是偶然的，标准化战略对公司的业绩没有任何影响。
Some scholars, however, doubted the suitability of companies to adopt a global standardization strategy. For example, Douglas and Wind(1987) point out the flaws in Levitt's proposition. They argue that the global standardization strategy is a product-oriented strategy that ignores the influence of consumer behavior on strategy formulation of corporate. They also point out that Levitt's proposition is flawed in three ways. First, not all products are suitable for a standardization strategy, That is, only some products with globally similar market segments can be standardized; second, Levitt
然而，一些学者怀疑公司是否适合采用全球标准化战略。例如，道格拉斯和温德（1987）指出了莱维特命题的缺陷。他们认为，全球标准化战略是一种以产品为导向的战略，忽视了消费者行为对企业战略制定的影响。他们还指出，莱维特的主张在三个方面存在缺陷。第一，不是所有的产品都适合标准化策略，也就是说，只有一些具有全球相似细分市场的产品才可以标准化;第二，Levitt
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
overestimates consumers' price sensitivity and fails to demonstrate that this is a general trend. For some electronic products, price is not the only consideration; third, technological advances have made it possible to achieve economies of scale in a small factory, and the cost of production is a small part of an enterprise. The strategic choice of an enterprise should not be product-oriented, but should focus more on other aspects, such as promotion, distribution, public relations, etc. Companies should adopt localization strategies according to local conditions.
高估了消费者对价格的敏感度，未能证明这是一个普遍趋势。对于一些电子产品来说，价格不是唯一的考虑因素;第三，技术进步使小型工厂实现规模经济成为可能，生产成本是企业的一小部分。企业的战略选择不应该以产品为导向，而应该更多地关注其他方面，如推广、分销、公共关系等，企业应该因地制宜地采取本地化战略。
The term glocalization was not conceptualized until 1992 when Roland Robertson first used it. Robertson(1995) describes glocalization as the continuous differentiation of markets in various regions. International products must adapt to local conditions, and enterprises must promote their products if they want to enter the local market.
直到1992年罗兰罗伯逊首次使用全球本地化一词时，它才被概念化。罗伯逊（Robertson）（1995）将全球本地化描述为各个地区市场的持续差异化。国际化的产品必须因地制宜，企业要想进入当地市场就必须推广自己的产品。
In addition, Robertson(1992) also links glocalization with cultural communication. He believes that glocalization is not only in the economic aspect, this way of commercial competition also consists of a cultural dimension. However, cultural globalization is not the same as the complete homogenization of culture. Local cultures continue to develop, select and absorb foreign cultures and then form new cultural phenomena. The process of two-way interaction promotes cultural pluralism.
此外，Robertson（1992）还将全球本地化与文化交流联系起来。他认为，全球本土化不仅仅是在经济层面，这种商业竞争方式还包含着文化层面。然而，文化全球化并不等同于文化的完全同质化。本土文化不断发展、选择和吸收外来文化，形成新的文化现象。双向互动的过程促进了文化多元化。
Glocalization itself is a contradiction. It is universal and specific. Globalization and localization exist simultaneously, but some times they are interdependent. Glocalization is a manifestation of globalization (Robertson, 1994). Glocalization seems to be more in reality than globalization. The differences between nationalities do not disappear. Take American films and TV works as an example, although these works are popular all over the world, they do not represent complete Americanization. When these works are taken to a new market, it is given a different definition (Khondker, 2004).
全球化本身就是一个矛盾。它具有普遍性和特殊性。全球化和地方化是同时存在的，但有时它们是相互依存的。全球本地化是全球化的一种表现（Robertson，1994）。全球本地化似乎比全球化更现实。民族之间的差异并没有消失。以美国影视作品为例，这些作品虽然风靡全球，但并不代表完全的美国化。当这些作品被带到一个新的市场时，它被赋予了不同的定义（Khondker，2004）。
American scholar Ritzer(2003), however, challenges Robertson with his scholarly view. Acknowledging the existence of glocalization, he coins the term “grobalization'.
然而，美国学者Ritzer（2003）用他的学术观点对罗伯逊提出了挑战。他承认全球本地化的存在，并创造了“全球化”一词。
Chaptei‘ 1I Literature Review
第一章文献综述
He argues that the globalization consists of Evo sub-processes: “glocalization” and “grobalization”. The strength of “grobalization“‘ will lead to the weakening or disappearance of “glocalization”‘. In this context, “grobalization” refers to developed countries, multinational corporations and organizations in globalization. They make high profits through the pressure of global homogenization. His view has contributed to the development of the glocalization theory that globalization and localization affect each other unevenly.
他认为，全球化是由Evo的两个子过程组成的：“全球本土化”和“全球化”。“全球化”的增强将导致“全球本土化”的减弱或消失。在这方面，“全球化”是指全球化中的发达国家、多国公司和组织。他们通过全球同质化的压力赚取高额利润。他的观点对全球本土化理论的发展做出了贡献，即全球化和本土化相互影响是不平衡的。
Svensson(2001) believes that glocalization strategy is the improvement and compromise of globalization strategy. It differs from the globally strategic approach because it explicitly recognizes the importance of local adaptation and customization in which business is conducted. In addition, it includes typical international and multinational strategy issues.
Svensson（2001）认为全球本土化战略是对全球化战略的改进和妥协。它与全球战略方针不同，因为它明确承认在开展业务时因地制宜的重要性。此外，它还包括典型的国际和多国战略问题。
Kotler, the father of marketing. was the first one to introduce the idea of glocalization into marketing. Kotler(I 986) believes that companies trying to enter foreign countries would be hindered by local factors and that pure standardization was not desirable. Companies should use the globalization of the economy as a starting point tor strategic decisions. weighing how to implement localization strategies and the proportion of localization strategies to be implemented.
科特勒，营销之父。是第一个将全球本地化理念引入营销的公司。科特勒（I986）认为，试图进入外国的公司会受到当地因素的阻碍，纯粹的标准化是不可取的。公司应该把经济全球化作为战略决策的出发点。权衡如何实施本土化战略和实施本土化战略的比例。
Domestic Research
国内研究
Domestic research on glocalization started relatively late. Chinese scholars have provided explanations for glocalization from different points of view. All these studies play a guiding role for enterprises to make a glocalized product strategy.
国内对全球本土化的研究起步较晚。中国学者从不同的角度对全球本土化现象进行了解释。这些研究对企业制定全球本土化产品战略具有一定的指导作用。
Meng (2004) studied glocalization earlier. He focuses on the importance of implementing glocalization in cross-cultural communication. For multinational companies, his research has essential guiding significance. Enterprises that sell products
Meng（2004）较早研究了全球定位。他强调了在跨文化交际中实施全球本地化的重要性。对于跨国公司来说，他的研究具有重要的指导意义。销售产品的企业
A Study on G localized Product Strategy of LEGO Group
乐高集团G本土化产品战略研究
in the international market should consider how to transform cultures embedded in its merchandise. It is crucial to seek similarities while reserving differences in cultural communication. In addition, he also gives specific suggestions on the glocalization of intercultural communication. That is, to do market segmentation according to cultural traditions, combine universality and difference, and transform cultures in local contexts. Shan and Jiang (2013) also explore glocalization from a cross-cultural view, and they point out that the core issues presented by glocalization have distinct cross-cultural meanings. Companies should seek strategies to adjust cultural gaps or conflicts and cultivate the space for cultural interaction. When making product strategy, interaction with local culture is essential. In his paper, Li (2004) also affirms that the development of world culture is the result of two-way interaction between localization and globalization.
在国际市场上应该考虑如何转换嵌入其商品的文化。在文化交流中，求同存异是至关重要的。此外，他还对跨文化交际的全球本土化提出了具体的建议。即根据文化传统进行市场细分，联合收割机结合普遍性和差异性，因地制宜地进行文化改造。Shan and Jiang（2013）也从跨文化的角度探讨了全球本地化，他们指出全球本地化所呈现的核心问题具有鲜明的跨文化意义。 企业应该寻求策略来调整文化差距或冲突，培养文化互动的空间。在制定产品策略时，与当地文化的互动至关重要。在他的论文中，李（2004）也肯定了世界文化的发展是本土化与全球化双向互动的结果。
Local culture will not be drowned in the wave of globalization. Traditional culture should be rooted in localization, positioned in globalization and operated in a market-oriented manner to reflect common values (Zhao, 2014). Products with typical traditional cultures may meet some obstacles in glocalization. How to integrate traditional culture into products and achieve product's internationalization are priorities for realizing the glocalization of products. In fact, Glocalization is the third way for traditional culture. Globalization is not necessarily a threat to local culture but more of an opportunity (Yao, 2010).
本土文化不会淹没在全球化的浪潮中。传统文化应该植根于本土，定位于全球化，以市场化的方式运作，以体现共同的价值观（赵，2014）。具有典型传统文化的产品在全球本土化过程中会遇到一些障碍。 如何将传统文化融入产品，实现产品的国际化，是实现产品全球本土化的重点。事实上，全球本土化是传统文化的第三条道路。全球化不一定是对当地文化的威胁，但更多的是一个机会（姚，2010）。
Gan and Zeng (2003) have enriched and developed the glocalization theory from company's product operation strategy. They argue that whether a company can implement a glocalization strategy depends on whether it can scientifically define localization boundaries or not, that is, competence boundaries and society boundaries. The competence boundaries determine the scope of a company's activities and marketing capabilities in the global market. In contrast, the society boundaries indicate the extent to which a company is accepted and recognized by society. Both boundaries are changing at
Gan和Zeng（2003）从企业的产品经营战略角度丰富和发展了全球本土化理论。他们认为，企业能否实施全球本土化战略，取决于能否科学界定本土化边界，即能力边界和社会边界。能力边界决定了公司在全球市场上的活动范围和营销能力。而社会边界则表示企业被社会接受和认可的程度。两个边界都在变化，
Chapter I I Literature Review
第一章文献综述
any time, and companies have to adjust their operation strategies in order to make their product strategies adapt to the market.
任何时候，企业都不得不调整其经营战略，以使其产品战略适应市场。
With the development of multinational enterprises. more and more scholars are committed to studying the practical significance of glocalization. This includes not only glocalization in terms of cultural communication but also the practical case of glocalization.
随着跨国企业的发展。越来越多的学者致力于研究全球本地化的现实意义。这不仅包括文化传播方面的全球本土化，也包括全球本土化的实际案例。
In the paper, Peng (2021) focuses on how China’s Battle Againsl COYID-19 was spread overseas from a glocalized view. He deeply analyzes the documentary from discourse, symbols to content, indicating that such theme product must adopt the glocalization strategy. Liu (2020) takes Tiktok in Malaysia as an example and analyzes the glocalization case of Tiktok overseas from product content and product structure, which provides a model for such social media products. To achieve intemalization, companies must back on Chinese culture for product testing and content output. Differentiated competition and interactive transformation between cultures are essential.
在这篇论文中，彭（2021）从全球本土化的角度关注了中国的反COYID-19之战是如何传播到海外的。他从话语、符号、内容等方面对纪录片进行了深入的分析，指出这类题材产品必须采用全球本土化策略。Liu（2020）以马来西亚的Tiktok为例，从产品内容、产品结构等方面分析了Tiktok在海外的全球本土化案例，为此类社交媒体产品提供了范本。为了实现国际化，企业必须在产品测试和内容输出方面回归中国文化。 文化之间的差异化竞争和互动转化至关重要。
Glocalization theory seems to be widely used by MNCs in their product strategy‘s practice. He and Chang (2004) point out that glocalization strategy is the iiiainstream strategy for multinational corporations to conduct global product operations. Chang(2021) analyzes the glocalized marketing mix strategies of multinational retail companies. He takes Carrefour and H&M as examples to analyze how the two companies act locally with a global perspective in China. He also points out that domestic retailers should have a clear globalization strategy and apply these strategies to their target markets. Retailers should analyze and evaluate the fit between their global strategies and target markets to make appropriate adjustments of product's localization strategy .
全球本土化理论在跨国公司的产品战略实践中得到了广泛的应用。他和Chang（2004）指出全球本土化战略是跨国公司进行全球产品经营的主流战略。Chang（2021）分析了跨国零售公司的全球本地化营销组合策略。 他以家乐福和H& M为例，分析了这两家公司在中国如何以全球视野在当地行动。他还指出，国内零售商应该有一个明确的全球化战略，并将这些战略应用到他们的目标市场。经销商应分析和评估其全球战略与目标市场的匹配度，以适当调整产品的本地化战略。
Studies on Glocalization of LEGO Group
乐高集团全球本土化研究
LEGO, as the leading company in the brick industry, has been the main object of
乐高，作为砖行业的领先公司，一直是主要的对象，
A Study
研究 on
对 Glocalized Product
产品 Strategy
战略 of
的 LEGO
乐高 Group
组
research by scholars. How to conduct marketing and promote its products to the world market are essential references for other toy companies. Glocalization theory is the guideline of the LEGO Group's operation. As the LEGO Group has been a practitioner from globalization to glocalization in recent years, it is also necessary to review its related research. It is helpful to understand the overall development of LEGO.
学者的研究。如何进行市场营销，将自己的产品推向世界市场，是其他玩具公司必不可少的参考。全球本土化理论是乐高集团经营的指导思想。由于乐高集团近年来一直是从全球化到全球本土化的实践者，因此也有必要对其相关研究进行回顾。这有助于了解乐高的整体发展。
Overseas Research
海外研究
There are few studies on the glocalization of LEGO. By searching websites, the author found that some scholars at home and abroad have researched the glocalized product strategies of LEGO Group.
关于乐高全球本土化的研究很少。通过查阅相关网站，笔者发现国内外已有学者对乐高集团的全球本土化产品战略进行了研究。
Building their own brand has always been a means for multinational companies to get consumers. In the process of building a brand image, most companies will encounter heavy obstacles. LEGO also experienced the contradiction between localization and globalization in building its brand image. Over-emphasis on local adaptation of the brand leads to brand fragmentation of the company. The risk of imposed coherence is that the brand becomes isolated from market needs and local cultural preferences (Schultz & Hatch, 2003).
打造自己的品牌一直是跨国公司获取消费者的手段。在塑造品牌形象的过程中，大多数企业都会遇到重重障碍。乐高在打造品牌形象的过程中，也经历了本土化与全球化的矛盾。过度强调品牌的本土化，导致企业的品牌碎片化。强加一致性的风险是，品牌变得孤立于市场需求和当地文化偏好（舒尔茨&哈奇，2003年）。
In addition to brand research, LEGO's digital development has developed rapidly in recent years. Some scholars have done research specifically on its digital development. Digital service have become the crucial part in LEGO's product strategy. Andersen and Ross(2016) point out how LEGO put much attention on LEGO centers in recent years for fitting into the wave of globalization. Digitalization is the direction of the future. They also highlight the need to think globally for LEGO. Strengthening the collaboration of employees worldwide and continuing to enhance communication with customers through digital means are necessities.
除了品牌研究，乐高的数字化发展近年来也发展迅速。一些学者专门对数字化发展进行了研究。数字化服务已经成为乐高产品战略的重要组成部分。AndersenandRoss（2016）指出，乐高近年来如何将注意力放在乐高中心上，以适应全球化浪潮。数字化是未来的方向。他们还强调了乐高全球化思维的必要性。加强全球员工的协作，并继续通过数字手段加强与客户的沟通是必要的。
The global market is becoming increasingly complex and how LEGO manages its
全球市场正变得越来越复杂，乐高如何管理其
Chapter lI Literature Review
第二章文献综述
global markets is difficult. Madsen, Rze •ski, Skobelev, and Tsarev (2013) point out LEGO's current order management lacks transparency and effectiveness. Multi-agent technology groups and multi-agent platforms would be vital for LEGO branded retail stores. They can not only improve profits and service quality but also help to manage global markets.
全球市场很难。Madsen、Rze·ski、Skobelev和Tsarev（2013）指出，乐高目前的订单管理缺乏透明度和有效性。多代理技术团队和多代理平台对乐高品牌零售店至关重要。它们不仅可以提高利润和服务质量，而且还有助于管理全球市场。
In his article. Johnson (2014) combines the image of LEGO with race. LEGO's globalization inevitably raises the issue of race, yet LEGO's licensing operation resolves this well through media means. Ethnic diversities is one of the most important obstacles in localization of its products.
在他的文章里。约翰逊（2014）将乐高的形象与种族结合在一起。乐高的全球化不可避免地带来了种族问题，而乐高的授权经营则通过媒体手段很好地解决了这一问题。民族差异是其产品本土化的重要障碍之一。
Domestic Research
国内研究
LEGO entered China earlier. Most domestic research on LEGO has focused on the educational significance of its bricks. However, because its localization strategy in recent years has developed rapidly, some scholars snidied its product strategy.
乐高进入中国的时间更早。国内对乐高的研究大多集中在乐高积木的教育意义上。但由于其本土化战略近年来发展迅速，一些学者对其产品战略进行了冷嘲热讽。
Niu (2018) discusses the brand alliance strategy of LEGO products in his thesis. He points out that LEGO has a promotion-based brand alliance strategy, value chain-based brand alliance strategy and integration-based brand alliance strategy now. But LEGO's strategies have many problems, such as joint brands are too classic and interaction with local culture and other businesses are too weak. The way to solve these problems is strengthening cooperation with the cultural field and pay attention to localized brand culture. Wang(2016) points out that LEGO's digital service is still not strong enough to catch up with the development of Chinese market. In order to increase sales in China, LEGO needs to optimize its digital service strategy in two directions, targeting buyers and targeting users. These two directions will help to create an efficient system. For Huludao's LEGO Experience Center, Jiang (2017) conducted research by questionnaires, and he found that there are many problems in Huludao's LEGO Experience Center.
Niu（2018）在论文中探讨了乐高产品的品牌联盟策略。他指出，乐高目前有基于促销的品牌联盟战略、基于价值链的品牌联盟战略和基于整合的品牌联盟战略。但乐高的策略存在诸多问题，比如联合品牌过于经典，与当地文化等业务的互动性太弱。解决这些问题的途径是加强与文化领域的合作，注重本土化的品牌文化。Wang（2016）指出，乐高的数字服务仍然不够强大，无法赶上中国市场的发展。为了提高在中国的销售额，乐高需要从两个方向优化数字化服务策略，即针对买家和针对用户。这两个方向将有助于建立一个有效的系统。 对于葫芦岛的乐高体验中心，姜（2017）通过问卷调查进行了研究，他发现葫芦岛的乐高体验中心存在很多问题。
A Study
研究 on
对 Glocalized Product
产品 Strategy of
战略 LEGO
乐高 Group
组
Failure of experience marketing positioning, unreasonable experience products, poor service quality provided by staff and low brand awareness are typical problems. Finally, a strategy focus on brand and price was designed. Much work needs to be done in its localization. Bai (2014) uses the cultural analysis method to discuss why LEGO's product can get a larger market share in the United States. LEGO's product philosophy, management strategy and product characteristics meet the requirements of American players for toys. To a certain extent, typical American values is reflected in LEGO bricks. It is this relevance that makes LEGO toys so popular in the United States. His study demonstrates the importance of product localization.
体验营销定位不到位、体验产品不合理、工作人员提供的服务质量差、品牌知名度不高是典型问题。最后，设计了以品牌和价格为核心的战略。在其本土化方面还有很多工作要做。Bai（2014）运用文化分析方法探讨了乐高的产品为什么能在美国获得更大的市场份额。乐高的产品理念、经营策略和产品特性符合美国玩家对玩具的要求。在某种程度上，典型的美国价值观反映在乐高积木上。 正是这种关联性使得乐高玩具在美国如此受欢迎。他的研究证明了产品本地化的重要性。
To sum up, foreign research on glocalization is earlier, and foreign scholars have rich experience in the theoretical and practical study of glocalization. Domestic scholars have also developed the theory by drawing on foreign research results. However, the author found that most studies on glocalization focus on theoretical study.
综上所述，国外对全球本地化的研究较早，国外学者在全球本地化的理论和实践研究方面都有丰富的经验。国内学者也在借鉴国外研究成果的基础上发展了这一理论。然而，笔者发现，目前关于全球本土化的研究大多集中在理论研究上。
There are many practical studies on localized marketing strategies at home and abroad, but few studies analyze the product strategies of enterprises from the perspective of glocalization. Therefore, this paper takes LEGO, a famous international toy company, as an example to explore its product strategies from the perspective of glocalization and analyze the basis of its success. The in-depth analysis will broaden research scope on LEGO and assist domestic companies in product internalization.
国内外对本土化营销策略的实践研究很多，但从全球本土化角度分析企业产品策略的研究却很少。因此，本文以国际著名玩具公司乐高为例，从全球本土化的角度探讨其产品策略，分析其成功的基础。本文的深入分析将有助于拓宽乐高的研究领域，为国内企业的产品国际化提供帮助。
Definition of Concepts
概念界定
Understanding some key concepts, in addition to important theory, can greatly aid in grasping the overall theme of the paper. Because the paper focuses on LEGO's specific product strategy from the standpoint of glocalization, it is necessary to understand some fundamental concepts such as glocalization and product strategy. Product strategy is one of marketing strategies that includes product portfolio strategy, product brand strategy,
理解一些关键概念，除了重要的理论，可以大大有助于把握论文的整体主题。由于本文是从全球本土化的角度来研究乐高的具体产品战略，因此有必要对全球本土化和产品战略等基本概念进行理解。产品战略是市场营销战略之一，包括产品组合战略、产品品牌战略、
Chapter II Literature Review
第二章文献综述
new product developiiient strategy, product service strategy, product packaging strategy and so on. The successful implementation of a product strategy can have an impact on other business strategies.
新产品开发战略、产品服务战略、产品包装战略等，一个产品战略的成功实施会对其他企业战略产生影响。
Glocalization
全球本土化
Glocalization originated from the Japanese word “dochakuka” in business practice. It was first used in agricultural development. That is, the development of agriculture must adapt to actual conditions of different regions (Robertson, 1995). Glocalization is the combination of the words “globalization” and “localization”. Jt can refer to all individuals, groups. organizations and institutions who think globally and act locally. With the development of economic globalization, glocalization has been given a new connotation. Nowadays. when people talk about glocalization. they always refer to the business reality. Globalized products must adapt to the local characteristics of the countries in which they are sold. In this process, the local market and the global market will merge. Glocalization is a way for companies to expand globally. It means that corporate structures and business ideas should be in line with local realities (Tiplady, 2003).
全球本土化起源于日语中的“dochakuka”一词。最早用于农业发展。也就是说，农业的发展必须适应不同地区的实际情况（Robertson，1995）。全球本地化是“全球化”和“本地化”的组合。Jt可以指所有的个人、团体。组织和机构的全球思考和本地行动。随着经济全球化的发展，全球本土化被赋予了新的内涵。现在。当人们谈论全球本地化的时候。他们总是提到商业现实。全球化的产品必须适应其销售国的当地特点。在这个过程中，本地市场和全球市场将融合。全球本地化是公司全球扩张的一种方式。这意味着公司结构和经营理念应符合当地的实际情况（Tiplady，2003）。
Product Strategy
产品策略
“A product is anything that can be offered to a market to satisfy a want or a need. including physical goods, services, experiences. events, persons, places, properties, organizations, information, and ideas”(Kot1er & Keller, 2016, p. 325). To be a leader in the competitive marketplace. companies must provide customers with better quality products and services that create superior customer value.
“产品是任何可以提供给市场以满足需求的东西。包括实物商品、服务和体验。事件、人物、地点、财产、组织、信息和想法”（Kot1er&Keller，2016，第117页）。325）。在竞争激烈的市场中成为领导者。企业必须为客户提供更优质的产品和服务，创造上级客户价值。
Since enterprises want to sell products. they must have a corresponding product
因为企业要卖产品。他们必须有相应的产品
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
strategy. Product strategy comes from the 4Ps theory, which was first proposed by the American scholar McKinsey. Product strategy is the basis of marketing mix strategy. Product, is the most fundamental and extremely important component of the marketing mix (Zhao, 2021). Product strategy directly or indirectly affects other elements of the marketing mix. When an enterprise makes a business strategy, it should first clarify what kind of products the enterprise can provide to meet the requirements of consumers. To gain an advantage in the fierce market competition, the company uses a series of measures and means when producing and selling products, including product portfolio strategy, product brand strategy. new product development strategy, product service strategy, product packaging strategy, and so on.
战略产品战略源于4Ps理论，该理论最早由美国学者麦肯锡提出。产品策略是营销组合策略的基础。产品是营销组合中最基本、最重要的组成部分（赵，2021）。产品策略直接或间接地影响营销组合的其他要素。企业在制定经营战略时，首先要明确企业能提供什么样的产品来满足消费者的要求。为了在激烈的市场竞争中取得优势，公司在产品的生产和销售过程中采用了一系列的措施和手段，包括产品组合战略、产品品牌战略等。 新产品开发策略、产品服务策略、产品包装策略等。
Product Portfolio Strategy
产品组合策略
Product portfolio strategy is a strategy that enterprises make for the market so as to achieve the best arrangement of multiple products. Its purpose is to make the breadth, depth and relevance of product portfolio in the best structure, and then the competitiveness of enterprises and the best economic benefits can be realized. The specific strategy can be divided into three directions: 1) Expanding the breadth of product portfolio and increasing the production of different products types by using the existing equipment of the company; 2) Developing the depth of product portfolio to meet the different requirements of the market for similar products to increase the market share; 3) Strengthening the correlation of products, minimizing the breadth and depth of the product portfolio, and concentrating on the production of a few products from the perspective of cost reduction and quality improvement of the enterprise.
产品组合战略是企业针对市场而制定的一种战略，目的是实现多种产品的最佳组合。其目的是使产品组合的广度、深度和关联性处于最佳结构，进而实现企业的竞争力和最佳的经济效益。 具体策略可分为三个方向：1）扩大产品组合的广度，利用公司现有设备增加不同产品类型的生产; 2）开发产品组合的深度，满足市场对同类产品的不同要求，提高市场占有率;3）加强产品的关联性，尽量减少产品的广度和深度。n>组合，从企业降低成本、提高质量的角度，集中生产少数产品。
Product Brand Strategy
产品品牌战略
A product brand is a commercial name and logo that identifies a product or service
一个产品品牌是一个商业名称和标识，以确定一个产品或服务
Chapter
章 II Liierature
文学 Review
审查
and differentiates it from competitors‘ products or services, usually consisting of words, marks, symbols, patterns and colors. or a combination of these elements. Product brand strategy, as the name implies, is a series of management and operation or’ a company’s product brand to ensure that its brand can be distinguished from other product brands. How to build a good brand image is the core of product brand strategy. Product brand strategy can be divided into branding strategy, brand sponsor strategy. brand quality and quantity strategy, brand extension strategy, multi-brand strategy, etc.
并与竞争者的产品或服务相区别，通常包括文字、标记、符号、图案和颜色。或者这些元件的组合。产品品牌战略，顾名思义，就是一系列的管理和运作或“一个公司的产品品牌，以确保其品牌能够区别于其他产品品牌。如何塑造良好的品牌形象是产品品牌战略的核心。产品品牌战略可分为品牌化战略、品牌赞助战略。 品牌质量战略、品牌延伸战略、多品牌战略等。
New Product Development Strategy
新产品开发战略
A new product development strategy is the process of implementing a new product development that involves the use of new technology or new means to differentiate the new product from the original product. The specific situation of the company need to be considered in developing which kind of new products.
新产品开发战略是实施新产品开发的过程，包括使用新技术或新手段使新产品区别于原产品。开发什么样的新产品需要考虑公司的具体情况。
Product Service Strategy
产品服务战略
Service is the key level of product. Customer services are additional benefits and activities provided to consumers along with the main products. intending to provide consumers with greater benefits and satisfaction in purchasing and using. A product service strategy is a service strategy of customer satisfaction implemented by companies based on product characteristics, including a complete system of pre-sales consultation, in-sales service and after-sales service. Service strategy is a major competition means for companies.
服务是产品的关键层面。客户服务是与主要产品一起沿着提供给消费者的额外利益和活动。旨在为消费者在购买和使用中提供更大的实惠和满意度。 产品服务战略是企业根据产品特点实施的顾客满意的服务战略，包括售前咨询、售中服务和售后服务的完整体系。服务战略是企业的主要竞争手段。
Product Packaging Strategy
产品包装策略
Product packaging strategy refers to the type of packaging that businesses use for the products they sell, such as packaging 1or similar products, reused packaging, attached
产品包装策略是指企业用于其销售的产品的包装类型，如包装1或类似产品、重复使用的包装、附
A Study on Glocalized Produc Strategy of LEGOGroup
乐高集团全球本土化生产战略研究
gift packaging, and so on. The ultimate goal is to capture the attention of consumers through appropriate packaging and achieve the sales goal.
礼品包装等等。最终目的是通过适当的包装抓住消费者的注意力，达到销售目的。
Chapter III Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
Chapter III Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
LEGO's accomplishments are well known in the brick industry. It has faced numerous challenges on its journey front a woodworking workshop to a multinational corporation. In its history, there was a situation of near bankruptcy. LEGO's brick products eventually accounted for more than half of the world's market share and received numerous awards as a result of constant adjustments and efforts. Understanding the LEGO Group's product characteristics and target markets can help to understand its product strategy deeply, and a general review of its history and status quo is beneficial to approach LEGO.
乐高的成就是众所周知的砖行业。在从木工车间到跨国公司的过程中，它面临着无数的挑战。在其历史上，曾有过濒临破产的情况。乐高的积木产品最终占据了全球一半以上的市场份额，并在不断的调整和努力下获得了众多奖项。了解乐高集团的产品特点和目标市场，有助于深入了解其产品战略，对其历史和现状进行全面回顾，有利于接近乐高。
History and Status Quo of LEGO Group
乐高集团的历史与现状
For LEGO, the long history is a major advantage for its brand. It is the accumulation of experience that has led to its current achievements. Betore analyzing LEGO's product strategy, it is essential to get a general understanding of its development. In this section, the author gives a brief introduction to LEGO's growth.
对于乐高来说，悠久的历史是其品牌的一大优势。正是经验的积累导致了它目前的成就。在分析乐高的产品战略时，有必要对其发展有一个大致的了解。在本节中，作者简要介绍了乐高的成长。
history
历史
Based in Denmark, LEGO Group was founded in 1932 by Ole Kirk Krisliansen. The name “LEGO” is an abbreviation of two Danish words, “leg” and “godt”, meaning “play well”. The word LEGO is not only a name but also the company's ideal. LEGO has developed rapidly over the years. Single global product strategies can not meet changing markets, and LEGO start to find a way to balance its global operation strategy and local customer needs. In addition to constantly releasing new products for its different customers, it entered other industries and continued to collaborate with exporting
乐高集团总部位于丹麦，由OleKirk Krisliansen于1932年创立。LEGO这个名字是两个丹麦单词“leg”和“godt”的缩写，意思是“玩得好”。乐高这个词不仅是一个名字，也是公司的理想。LEGO在过去几年里发展迅速。单一的全球化产品战略已不能满足不断变化的市场需求，乐高开始寻找一种平衡全球化运营战略和本地客户需求的方法。 除了不断为不同的客户发布新产品外，它还进入其他行业，并继续与出口合作，
countries’ enterprises so as to create suitable types of products. The following table shows the history of LEGO development from 1891 to now.
各国的企业，以创造合适的产品类型。下表显示了乐高从1891年到现在的发展历史。
Timeline of LEGO's development
乐高发展的时间轴
stage | year | events |
Embryonic stage 1891-19243 | 1891 | Ole Kirk Christiansen was born; |
1895 | LEGO was originally a woodworking store founded in Billund, Denmark; | |
i 916 | Ole Kirk Christiansen bought the woodworking store in Billund; | |
1924 | After a fire caused by a wood chipped, Ole Kirk Christiansen built a larger studio and rented out most of the space, leaving the rest as his store; | |
Rapid development period I 1932-1993 | 1932 | Ole Kirk's store produced its first toy; |
1934 | Ole Kirk Christiansen named his company after LEGO; | |
1936 | “Only the best is good enough” was adopted as the motto of the LEGO brand; | |
1942 | A Rae broke out in the factory; | |
1947 | Ole Kirk Christiansen purchased the first machine for casting plastic in Denmark and the company began manufacturing plastic toys: | |
1949 | LEGO began producing plastic bricks similar to the later LEGO bricks, which were called “Automatic Binding Bricks”; | |
1953 | LEGO bricks were renamed LEGO Mursten, or “LEGO Bricks”; | |
1954 | Godtfred Kirk Christiansen, son of Ole Kirk Christiansen, becomes the director of LEGO, and he envisions systematizing LEGO toys. | |
1955 | LEGO bricks began to sell better, but bricks did not become its core product; | |
1958 | Ole Kirk Christiansen passed away; Godtfred inherited the leadership of LEGO; |
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Rapid development period I 932- 1993.1 | 1.959 | LEGO be3an selling its pl oducts lo other countries such as Noi‘wa . Germany . Switzerland and England: |
1.960 | LEGO cleared most of its wooden block inveiaiorj . Next bi‘icks began to sell. and L EG O us ade pl astic bricks as ils cor e product: | |
1.961 | LEG O invented the wheel. making LEGO loys have the abi lit to move. (The brand Hi at prod uces the 1 • ‘ses number of tires in the wait ld is LEG O): | |
I 9h3 | LEGO abandoned the use of cellulose acetaie plastic in LEGO bricks in favor of more stalale plasi ics: | |
1.964 | The first LEGO set was released: | |
1.966 | One of the most successful sei ies of LEGO. the LEGO train sj stem released: | |
1968 | On June 7. LEGOLAN D was opened in B illund: | |
1.973 | A11 L EGO products are bi‘anded with a trademark. a red square marked wiih LEGO. consisliia:: of blac k. white and yellow colors: | |
1.977 | The LEGO TECHNIC series was launched. In ihe same year, LEGO Minifigui e was iegislei ed as a patent: | |
1978 | LEG O released in inifigrii‘es lhai had movable 1 inibs and hands ilia1 could hold ubi ecus. Th is was the cert pany’s second most iin porianl des ign a fter ltte bric ks: | |
1979 | Ki‹ld Kirk Krisiiansen became ilie on nei of LEGO: | |
1950 | UG O eslabl islaed an educaticraal division: new Jfici‹›i‘ie.s are opened in Su itzerland. .iulland mid Denmark: | |
I 9S I | The second *eneration of LEGO trains was produced. includils3 a more diverse ran3e of auxiliary paris: | |
1983 | LEGO released the DUP LO series for babies | |
1984 | LEGO released the castle sel‘ies: | |
l98h | Computer-controlled LEGO robots were introduced tt› the school: | |
1988 | The first LEGO World Cup was held in Billund: LEG O Canada was established: | |
1989 | LEGO pirate theme was released: LEGO educational division was renamed LEGO DACTA: | |
1990 | LEGO become one of the top 10 toy companies in 1990: LEGO Malaysia was established; | |
1992 | LEGO set two Guinness World Records: | |
1995 | LEGO PRI MO series released: |
Ci‘isis pel‘iod I 994-2003 | 1.996 | \ indsor LEGOLAN D in the UK opened: | ||||
1.997 | LEGO i eleased its first computer game. LEGO Island: | |||||
1.998 | LEGO released Mindslorms. a pi‘ograinirab1e brick RCX compatible wills LEGO sensors and motor‘s. and the LEGO lo*o was revain ped to its current red background with white lettel s and red and black borders: | |||||
1999 | LEG OLAND in Carlsbad, California opened: | |||||
2006 | LEGO officially released | the | second | generation | of | |
programmable bricks - NXT: | ||||||
2009 | LEGO officially launched NXT2.0: | |||||
LEGO and Warner Bros. Pictures announced that their | ||||||
three new games will use the new private brand Chima”. | ||||||
2013 | This means that the next LEGO series will no longer be a licensed game. but a game under its brand China”. The | |||||
Steady gi oivth | factory was officially opened in I iaxin . Zhejiang | |||||
period 2004-202 I | Province: | |||||
On November 29. the well-known toy company LEGO | ||||||
announced in Shanghai thal its China factory. which | ||||||
20.16 | invesied “hundreds of millions of eui‘os”. was officially | |||||
opened in Jiaxing. Zlaejiang Pi‘ovince. | ||||||
2020-202 l | Monkie Kid was released: seven sets of the Chinese New | |||||
Year series were released: | ||||||
I n .lune. the REGO Group luulaclaed the fii st LEGO | ||||||
2()21 | pi otcaij pe bi‘ick made from i ec5!c led plastic. It i‹ as made li one i'ecycled materials and met the LEGO Gi oup‘s stricl | |||||
siandai‘ds in qualio and safer | ||||||
Source: audited and collected bj the author
资料来源：作者bj审核整理
The rise of LEGO did not happen o •ernight. LEGO has experienced many attempts and explorations in its development. The history of LEGO can be divided into tour stages:
乐高的崛起不是一夜之间发生的。乐高在发展过程中经历了多次尝试和探索。乐高的历史可以分为以下几个阶段：
The first stage is the embryonic stage ( from 1891 to 1924). At this stage, the founder of LEGO was born, and the production location ot’ toys was determined: a woodworking store.
第一阶段是萌芽阶段（1891年至1924年）。这个阶段，乐高创始人诞生了，玩具的生产地点也确定了：一家木工店。
Chapter III Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
Then, the rapid development stage ( from 1932 to 1993). At this stage, LEGO had just been established. It was gradually forming its core business philosophy and brand value, finding its brand positioning and starting to focus on brick production. By the mid-1990s, LEGO's business had turned into a conglomerate with 45 subsidiaries and nearly 9,000 employees on six continents.
然后是快速发展阶段（1932年至1993年）。在这个阶段，LEGO刚刚成立。其核心经营理念和品牌价值逐渐形成，找到了品牌定位，开始专注于制砖。 到20世纪90年代中期，乐高的业务已经发展成为一个企业集团，在六大洲拥有45家子公司和近9,000名员工。
Third, the crisis stage(from 1994 to 2003). By this time, LEGO had expanded its sales worldwide. Children from Norway to Brazil were able to buy LEGO bricks. Sales began to stagnate. and the dividends of globalization were depleted. At this stage, the market changed drastically. A large number of competitors entered the market, and video games started to replace physical toys. LEGO's patent has also expired. To cope with this situation, LEGO began to expand its product line into various fields and invested a lot of money to adapt to the development of emerging markets. However. over-emphasis on adaptability and localization brought about high expenses, and LEGO's turnover dropped sharply. The LEGO Group was even in a deficit.
三是危机阶段（1994-2003年）。到那时，乐高已经在全球范围内扩大了销售。从挪威到巴西的儿童都能买到乐高积木。销售开始停滞。全球化的红利被耗尽。在这个阶段，市场发生了巨大的变化。大量竞争者进入市场，电子游戏开始取代实体玩具。LEGO的专利也已到期。为了科普这种情况，乐高开始将产品线扩展到各个领域，并投入大量资金以适应新兴市场的发展。然而. 过度强调适应性和本地化带来了高昂的费用，乐高的营业额急剧下降。乐高集团甚至出现了亏损。
Fourth, steady development stage I from 2004 to 2021). In this period, LEGO got back its core business and focused on brick development and production. It has achieved steady growth through continuous efforts in the following years. Many changes have taken place in the global market these years, so LEGO had to develop several product lines around bricks. LEGO has expanded in emerging markets through product innovations and product operations in recent years. Now it is highly recognized by players all over the world.
四是稳步发展阶段一，2004年至2021年）。在此期间，乐高重新夺回了核心业务，专注于积木的开发和生产。在随后几年的不断努力下，实现了稳步增长。 这些年全球市场发生了很多变化，所以乐高不得不围绕积木开发几条产品线。乐高近年来通过产品创新和产品运营在新兴市场扩张。现在，它得到了全世界玩家的高度认可。
LEGO has gradually grown into the leading toy brand all over the world. Its growth experience shows that a company will constantly face new challenges. If a company wants to ensure the longevity or’ its brand, it must always adapt to external market changes. For those multinational companies want to expand globally, they must be sensitive enough to external markets. But this sensitivity is not activism. Continuous
乐高已逐渐成长为全球领先的玩具品牌。其成长经历表明，一家公司会不断面临新的挑战。如果一家公司想要确保其品牌的长寿，就必须始终适应外部市场的变化。跨国公司要想在全球扩张，就必须对外部市场有足够的敏感度。但这种敏感并不是行动主义。连续
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
innovation based on core products and local adaptation in globalization is the magic weapon of the sustainable development of LEGO.
以核心产品为基础的创新和全球化中的本土化是乐高可持续发展的法宝。
Status Quo
现状
According to the list of products released by LEGO officials, it is expected that LEGO will provide more than 500 kinds of brick products by December 2022, covering 1 to 18 years old. There are various types of bricks, regular series and technology series.
根据乐高官方发布的产品清单，预计到2022年12月，乐高将提供超过500种积木产品，覆盖1至18岁。有各种类型的砖，常规系列和技术系列。
It has come a long way over the past years - from a small carpenter's workshop to a modern and global enterprise. It is one of the largest manufacturers of toys worldwide now. The LEGO brick is the most important product of the whole group. The company has been named “Toy of the Century” for twice. Products have undergone extensive development over the years, but the foundation remains steady. Currently, LEGO has 832 stores worldwide and five factories located in Jiaxing in China, the Czech Republic, Hungary, Mexico and Denmark. There are more than 20,000 employees and nearly 80 suppliers in more than 40 countries and regions around the world. It continues to expand its global retail ecosystem. Through upgrading and revamping, the number of visitors to the LEGO.com e-commerce platform has increased. Until today, LEGO has opened up three major industry chains: toys, education and entertainment. LEGO gradually become an enduring cultural phenomenon.
在过去的几年里，它走过了漫长的道路-从一个小木匠作坊发展成为一个现代化的全球企业。它是目前全球最大的玩具制造商之一。乐高积木是整个集团最重要的产品。该公司曾两次被评为“世纪玩具”。多年来，产品经历了广泛的发展，但基础仍然稳固。目前，乐高在全球拥有832家门店，在中国嘉兴、捷克、匈牙利、墨西哥和丹麦设有5家工厂。在全球40多个国家和地区拥有2万多名员工和近80家供应商。它继续扩大其全球零售生态系统。 通过升级改造，www.example.com电子商务平台的访问量LEGO.com有所增加。直到今天，乐高已经打通了玩具、教育、娱乐三大产业链。乐高逐渐成为一种经久不衰的文化现象。
In terms of brand influence, LEGO ranked 98th in The World's 500 Most Influential Brands in December 2018. It was the first exhibitor at the 4th Import Expo in 2021. According to the latest ratings from Brand Finance (the world's leading brand valuation company), LEGO Toys reigned as the No. 1 with a brand value of $5.397 billion in the TOYS 25 2022 RANKING list. In 2022, when the U.S. toy “Oscars” released, LEGO became the biggest winner by virtue of its seven sets of bricks.
在品牌影响力方面，乐高在2018年12月的《世界500大最具影响力品牌》中排名第98位。是2021年第四届进口博览会的首批参展商。根据Brand Finance（全球领先的品牌估值公司）的最新评级，乐高玩具以53.97亿美元的品牌价值在TOYS 25 2022 RANKING榜单中排名第一。2022年，美国玩具“奥斯卡”发布，乐高凭借七组积木成为最大赢家。
Chapter III Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
LEGO's Product Features
LEGO产品特点
Although the LEGO Group has started to expand its product lines into games, movies. education and other industries, LEGO bricks are still its primal business. It can be said that LEGO education and LEGO entertainment drive the sales of LEGO bricks, and LEGO education and LEGO entertainment revolve around building bricks. The LEGO Group currently offers over 3,400 toys and other products, including clothes for children under 12 years old, LEGO movies, key rings, accessories. etc. So what is the appeal of LEGO that makes people so crazy?
虽然乐高集团已经开始将其产品线扩展到游戏，电影。教育和其他行业，乐高积木仍然是其主要业务。可以说，乐高教育和乐高娱乐带动了乐高积木的销售，乐高教育和乐高娱乐围绕着积木展开。乐高集团目前提供超过3，400种玩具和其他产品，包括12岁以下儿童的衣服，乐高电影，钥匙圈，配件。那么乐高到底有什么吸引力让人们如此疯狂呢？
LEGO's brand value is imagination, fun. creativiq, caring, learning and quality. LEGO always believes that children are role models and encourages systems in play. In 1963, Godtfred Kirk Christiansen. the second-generation successor of LEGO, summarized the ten characteristics of LEGO products:
乐高的品牌价值是想象力，乐趣。创新、关怀、学习和质量。乐高始终相信儿童是榜样，并鼓励系统发挥作用。1963年，哥德弗雷德·柯克·克里斯蒂安森。乐高的第二代传人，总结了乐高产品的十大特点：
l) Infinite assembly mode, that is to say, there can be a variety of splicing modes among bricks. It relies on children's brains and hands. It can give full play to children's imagination;
l）无限拼接方式，即砖与砖之间可以有多种拼接方式。它依赖于孩子们的大脑和双手。它可以充分发挥孩子的想象力;
No gender restrictions. both for girls and boys:
没有性别限制。对女孩和男孩来说：
No age restrictions. After 2021, LEGO started to invest much in the adult market. LEGO now has products for all ages. Opening the official website, a player can choose the right set of bricks according to his age;
没有年龄限制。2021年后，乐高开始在成人市场投入大量资金。乐高现在有适合所有年龄段的产品。打开官网，一个玩家可以根据自己的年龄选择合适的套砖;
Play at any time;
随时播放
Healthy and quiet. LEGO bricks don't have an odor, and it is a unique advantage. LEGO's plastic suppliers use the unique formula of the company in production process. The raw materials are food-grade plastics. In addition, the comers of each brick are smooth enough;
健康安静。乐高积木没有气味，这是一个独特的优势。乐高的塑料供应商在生产过程中使用公司的独特配方。原材料为食品级塑料。此外，每块砖的边角都足够光滑;
Play for a long time. LEGO bricks are durable and easy to store;
玩了很久。乐高积木经久耐用，易于存放;
AqStudy on
对 Glocalized Product
产品 Strtegy
斯特雷吉 of
的 LECiO Group
组
Development, imagination, and creativity;
发展、想象力和创造力;
The more bricks, the greater the value;
砖越多，价值越大
Additional sets can be bought;
可另购一套
Pay attention to quality details. All LEGO bricks are made of ABS plastic. Long-lasting preservation would not lead to color changing or deforming. The size of bricks has a fixed standard. That is, even if you bought bricks decades ago, they can still able to be put together with bricks today. LEGO bricks have convex grains on one side, and a hole on the other side that can be embedded in convex grains. There are more than 1300 shapes of bricks, each shape has 12 different colors, mainly red, yellow, blue, white and black, and each block is printed with its logo.
注意质量细节。所有乐高积木都由ABS塑料制成。长期保存不会导致变色或变形。砖的大小有一个固定的标准。也就是说，即使你几十年前买的砖，今天仍然可以用砖拼起来。乐高积木的一面有凸起的颗粒，另一面有一个可以嵌入凸起颗粒的孔。砖的形状有1300多个，每个形状有12种不同的颜色，主要是红、黄、蓝、白色和黑色，每个块都印有它的标志。
The features described by Godtfred seem to meet the expectations of parents: Both for boys and girls. Children can use their brains and play games quietly. When more bricks are purchased, the value increases.
Godtfred描述的特征似乎符合父母的期望：无论是男孩还是女孩。孩子们可以安静地动脑筋玩游戏。当购买更多的砖块时，价值会增加。
LEGO updates its products quickly. The product design would be based on the preferences of customers. Bricks have distinctive themes. For example, LEGO chooses to joint with other brands in exporting countries, or create products according to popular cultural IPs at the moment, etc, Below is the number of sets released by LEGO from 1995 to 2021 . It can be seen that the numbers show an increasing trend steadily, especially in recent years.
乐高快速更新其产品。产品设计将基于客户的喜好。砖有独特的主题。例如，乐高选择与出口国的其他品牌联合，或根据当下流行的文化IP打造产品等，下面是乐高从1995年到2021年发布的套数。可以看出，这一数字呈稳步上升趋势，特别是近年来。
Number of LEGO sets released From 1995 to 2021
1995年至2021年发布的乐高玩具数量
year | amount(set) | year | amount I set) | year | amount (set) |
2021 | 939 | 2012 | 702 | 2003 | 423 |
2020 | 846 | 2011 | 590 | 2002 | 449 |
2019 | 841 | 2010 | 532 | 2001 | 409 |
2018 | 816 | 2009 | 487 | 2000 | 384 |
2017 | 858 | 2008 | 442 | 1999 | 348 |
2016 | 842 | 2007 | 450 | 1998 | 385 |
2015 | 806 | 2006 | 461 | 1997 | 264 |
Chapter III Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
2014 | 755 | 2005 | 398 | 1996 | 212 |
2013 | 707 | 2004 | 414 | 1995 | 171 |
Source: summarized from https: //brickset. com/
资料来源：摘自https：//brickset。com/网站
LEGO's International Target Markets
LEGO的国际目标市场
Generally speaking, it is difficult for a company to satisfy all consumers with one product. To grow and get maximum profit in the long run, a company must select the customer group that can create the most value for itself and then chooses its target marketing strategy. There is no exception for LEGO. LEGO has gone through a long process of selecting its target market.
一般来说，一家公司很难用一种产品满足所有消费者。企业要想获得长期的增长和利润最大化，就必须选择能够为自己创造最大价值的客户群，然后选择目标营销策略。LEGO也不例外。乐高经历了一个漫长的选择目标市场的过程。
1 ) How LEGO chooses its target market:
1）乐高如何选择目标市场：
There are several criteria for the selection of target markets:
选择目标市场有几个标准
Potential of the market, that is, whether the market is profitable;
市场的潜力，即市场是否有利可图;
Competition in the market. Substitute products, the bargaining power of buyers, and the bargaining power of suppliers will influence the selection of a market.
市场竞争。替代产品、买方的议价能力和供应商的议价能力都会影响市场的选择。
Company's goal and resource, that is, whether the company has the ability to enter the market.
公司的目标和资源，即公司是否有能力进入市场。
As a well-known toy brand. LEGO's markets are naturally carefully selected and researched in order to gain greater profits.
作为知名玩具品牌。乐高的市场自然是经过精心挑选和研究的，以获得更大的利润。
2) LEGO's selection of target market
2）乐高对目标市场的选择
Initially, LEGO focused on the children's market. Its product positioning is to encourage children to play by themselves. Giving full play to children's imagination to create infinite possibilities. Later, LEGO continued to expand globally as the industry grew, and it has slowly become a historical and cultural product. Now LEGO's product suits the growing physical, psychological and socio-cultural needs of customers at all ages. Not only children but also adults like to use these bricks to express their creativity. LEGO refined its market into children and adult markets according to age groups. For
最初，乐高专注于儿童市场。它的产品定位是鼓励孩子自己玩。充分发挥孩子的想象力，创造无限可能。后来，乐高随着行业的发展不断向全球扩张，慢慢地成为了一种历史文化产品。现在乐高的产品适合所有年龄段客户日益增长的身体，心理和社会文化需求。不仅孩子们，大人们也喜欢用这些砖块来表达他们的创造力。乐高将其市场细分为儿童和成人市场。为
A Study on Glocalized Product Strategy of LEGO Group
乐高集团全球本土化产品战略研究
example, there are 29 products under the Batman series targeting players in fire age groups: four years old or above, six years old or above, nine years old or above, thirteen years old or above and eighteen years old or above. The complexity of products under each age group is different, and this meets Batman lovers' needs of all ages.
例如，《蝙蝠侠》系列有29款产品针对的是四岁或以上、六岁或以上、九岁或以上、十三岁或以上和十八岁或以上的消防年龄段的玩家。每个年龄段的产品复杂程度不同，这满足了所有年龄段的蝙蝠侠爱好者的需求。
LEGO products are highly safe. Precise and high-quality materials are used, and naturally, the price is not low. In Europe and the U.S. families, LEGO toys have always enjoyed a high reputation and listed in mid-range toys. In Asia, there are also a considerable number of lovers. For people with low income, LEGO is undoubtedly listed in the ranks of high-end toys. Therefore, the target group of LEGO is still those families with middle and upper income. In China, for example, LEGO's selling price in Taobao and Jingdong ranges from a minimum of 39 yuan to 7599 yuan. 39 yuan can only buy a small model. For those families with an average income, a long-term repurchase is not realistic. Europe and the United States market have a higher level of economic development and are naturally easier to access. For many Asian countries, LEGO stores are still opened in developed cities.
LEGO产品非常安全。使用精密优质的材料，自然价格也不低。在欧洲和美国家庭，乐高玩具一直享有很高的声誉和中档玩具上市。在亚洲，也有相当数量的情侣。对于收入不高的人来说，乐高无疑被列入了高端玩具的行列。因此，乐高的目标群体仍然是那些中高收入的家庭。以中国为例，乐高在淘宝和京东的售价从最低39元到7599元不等。39元只能买一个小型号。对于那些收入中等的家庭来说，长期回购并不现实。欧美市场经济发展水平更高，自然更容易进入。对于许多亚洲国家来说，乐高商店仍然开设在发达城市。
Market Performance of LEGO Products
乐高产品的市场表现
The global economy has slowed down in the past two years due to COVID-19, but the game market has shown explosive growth. LEGO has surpassed other toy brands and ranked at the top of the global list of toy brand with eye-catching performance. LEGO performs well in the global brick market, as evidenced by three factors: first, increased turnover in recent years; second, increased market share; and third, the popularity of LEGO's brick products.
全球经济在过去两年因COVID-19而放缓，但游戏市场却呈现爆发式增长。乐高已经超越其他玩具品牌，以抢眼的表现位居全球玩具品牌排行榜榜首。 乐高在全球积木市场表现良好，有三个因素可以证明：第一，近年来营业额增加;第二，市场份额增加;第三，乐高积木产品的受欢迎程度。
Rising of Tu i‘n o e i
Tui 'noei的崛起
Billion DKK
亿丹麦克朗
7
6
3
2
Revenue Composition of LEGO Group from 2013 to 2021
乐高集团2013-2021年收入构成
400
300 g@§@ sales of goo¢is
300g@§@goo ™的销售量
li cence income
贷款收入
20 fi
100
2013 2014 2015 2016 2017 2018 2019 20 20 2021
I ncreasin of 3Jn rket Sha re
增加3 Jn市场份额
Cont{ etiti e Landscape oi the G l‹ bat Building To s Market in 2020 (According to
续2020年Gl <$bat建筑景观市场（根据
Brand)
品牌）
Popularity of Bricks
砖的普及
L"‹llioi If é eo‹crn/›/i/‹ once produced a dc cunientarv on LEGO »•hich showed thai se en scts t f LEGO to} s are sold e› eiw• second around the world. L EGO's sales in various countries and regions has e increased steadily in recent years. Its g1t›bal iTlarket continues It› expand. and its products are becoming increasingly popular.
LlioiIféeo曾经在乐高上制作了一个dccunientarv，它显示了乐高玩具在世界各地的销售情况。近年来，LEGO在各个国家和地区的销售额稳步增长。它的g1t球iTlarket继续它的扩展。其产品越来越受欢迎。
J2
Chapter Ill Global Operations Overview of LEGO's Product
第三章乐高产品全球运营概况
LEGO is more than a brick, and it is perceived as a kind of investment by many people now. These colorful plastic pellets are not just toys. In the black market, they are also underground currencies that can be traded. LEGO has characteristics of circulation and scarcity. The LEGO Group promotes the out-of-print strategy, and each set will be out of print within a certain period. From starting, selling to stopping production, most LEGO sets will be sold for about 2 to 3 years. Once out of print, second-hand bricks’ prices usually start to rise. For example, the LEGO 10224 “City Hall”‘ set was released in 2012, with a releasing price of $199.99, and it stopped production in 2014. The current price is $890.40, an increase of 345.22%; LEGO 10179 “Millennium Falcon” set of Star Wars Ultimate Collector Series released in 2007, it stopped production in 2010, the releasing price is $499.99, the current valuation of its unopened version is $3018.94, an increase of 503.80%. The price range on the foreign secondary market is between $2570 and $4512, and the domestic market is roughly between 20,000 RMB and 50.000 RMB. It can be said that all LEGO sets are steadily appreciating as long as LEGO does not make replicas. Therefore, LEGO bricks are considered to be a better investment than gold, stocks and bonds. Its returns can beat inflation steadily. These certify that LEGO's market performance is extremely bright.
乐高不仅仅是一块砖，它现在被许多人视为一种投资。这些五颜六色的塑料颗粒不仅仅是玩具。在黑市上，它们也是可以交易的地下货币。乐高具有流通性和稀缺性的特点。乐高集团推行绝版战略，每一套都将在一定时期内绝版。从开始，销售到停止生产，大多数乐高套装将销售约2至3年。一旦绝版，二手砖的价格通常开始上涨。 例如，乐高10224“市政厅”套装于2012年发布，发布价格为199.99美元，并于2014年停止生产。目前的价格是890.40美元，上涨了345美元。22%;乐高10179“千年隼”一套星星大战终极收藏系列于2007年发售，它于2010年停产，发售价格为499.99美元，其未开封版本目前估值为3018.94美元，涨幅为503.80%。国外二级市场上的价格区间在2570美元到4512美元之间，国内市场大致在20，000元人民币到50.000元人民币之间。可以说，只要乐高不做复制品，所有的乐高套装都在稳步升值。因此，乐高积木被认为是比黄金、股票和债券更好的投资。它的回报率可以稳定地超过通货膨胀。这些都证明了乐高的市场表现是非常光明的。