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重塑乐高的男孩 克努斯托普
时间:2021-03-06 来源:官方网站 浏览量 18822 次

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am娱乐-some chief executives rescue a company from the brink of collapse。有些CEO从瓦解的边缘拯救了公司,有些CEO已经带领杰出的公司在南北取得了最好的地位,但很少有人能两者达成协议。others lead already good companies to greatness。

而且,JRGEN VIG Knudstorp(JR GEN VIG Knudstorp)在过去12年里一直在乐高公司做。But few,like Jrgen Vig Knudstorp at Lego in the past 12 years,do both。但是很少有人能两者达成协议。Jr gen vig knudstors In a valedictory interview before stepping down as chief executive to become chairman at the year ' s end,Mr knudstorp detailssitting in his office in Lego ' s home town of billund in the heart of rural,central Denmark-knus tof的办公室位于丹麦中部农村地区核心的乐高的billund总部。

surrounded by sets that include a gigantic Disney castle-the spiky-haired 48-year-old retains a boyish air He was introduced to to小时候,教师和工程师家长们将玩具商定为Butmr Knudstorp Is no wide-eyed Romantic He also brought to Lego much of his professional background as a McKinsey consultant。克努斯托夫从2004年开始控制乐高,带领乐高进入第五阶段,他简洁地说明,这是各自的生存、目标和目标。

He gives each of the five phases He has led Lego through since 2004 a pithy description-survive请原谅这些管理术语。the first person outside the founding family to run Lego,his initial task was to staunch the bleeding,As journalists prepared obituaries forMr knudstorp adopted a strict focus on cash,selling off peripheral businesses such as theme parks And video games,And cutting the number ofKNUSTOP在现金上不显眼,出售主题公园、电子游戏等周边产业,增加乐高零部件产量。

foreign outposts were scaled back or closed down。外国机构扩大或恢复规模。

tiny billund again became the heart of the group。小bilon再次沦为乐高集团的心脏。In a second phase,He Worked on Productivity and Identity第二阶段,KNUSTOP致力于提高生产力和创造品牌身份。

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by moving much of Lego ' s production to countries such as Hungary and Mexico,and boosting the brand。他将音乐生产的大部分转移到匈牙利和墨西哥等地,提高了品牌形象。

only in the third period-2009-11-did he feel the toymaker could look to growth again。直到2009年到2011年的第三个阶段,他才能再次期待快速增长。

Every Time you grow,you are hiding your problems。他说:每当你快速成长的时候,你都在隐藏自己的问题。

growth is like sugar-coating your problems,he adds。快速增长就像给问题的白布抹糖一样。

As Lego became more successful,so the problems changed。随着乐高的进展更加顺利,面临的问题也在发生变化。

在By 2012,the issue was responding to growth rates中,到2012年,问题变成了如何呼吁增长率。that have seen Lego ' s revenues increase by an average 17 per cent a year under Mr knudstorp .在克努斯托夫的指挥下,乐高的收益迅速增长到年均17%。he decided to create what he calls a circular management team in which the 20 people who reported to the top hand ful of managers on the executive com mi TTT他继续要求成立一个由20人组成的循环管理小组,会见执行委员会的一些最高级管理人员。

the idea was to allow Lego ' s supply chain to continue humming even as it expanded into the likes of Asia If you make a decision in product design,YYknustop表示:“如果对产品设计有要求,就应该在生产中。”最近阶段一脉相承,从去年开始在乐高规模后面遇到的很多难题。

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small problems developed 3360 Lego was fined euro 130,000 for preventing german stores from offering discounts;employee satis faction levels were flat,and the number of staff increased by a quarter in just one year Mr knudstorp says he worries about what connonection克努斯托夫担心贝恩(Bain)顾问所说的东风,即大企业的瓦解,包括It is bureaucracy、it is because you are getting bigger、the pressure of scaling和of finding他补充说,这是因为官僚主义,As Lego opens a new factory in China to service its rapidly growing Asian business,Mr knudstorp and his successor Bali padda-the curressor随着乐高在中国建设新的工厂以适应快速增长的亚洲业务,克努斯托正在推广继任者、目前乐高首席运营官瓦利帕达(Bali Padda)。因此,尽了最大努力,使中国工厂与其他工厂保持完美。Underits two in a box principle,an experienced Lego general manager works along side a new Chinese general manager。

根据双重管理原则,经验丰富的乐高老板Some of the same issues that confronted Mr knudstorp in 2004 are creeping back in。knustop在2004年遇到的一些问题正在悄然再现。the number of parts used by Lego has increased,but he stresses that so has turn over .乐高使用的零部件数量减少了,但销售也减少了。Offices have been opened in London,Singapore and Shanghai but billund remains the company ' s centre。

乐高在伦敦、新加坡、上海设立了办公室,但仍然是空谈 A new headquarters is being built,and an architectural ly impressive Lego House to show off the brand。新总部正在建设中,展示乐高品牌的建筑风格令人印象深刻,Weare Careful about not losing our soul,Mr Knudstorp says。我们小心不要失去灵魂。

“克努斯托夫说。He also stresses humility,saying Lego has learnt that It cannot do everything It is a wonderful thing to have Legoland[the theme park]。享受乐高乐园是一件好事。

But Lego Wasn't a Great Owner,Mr Knudstorp Says。但是乐高过去不是好主人。

克努斯托夫说。films and video games have followed the same model of having another company better suited to those fields using the Lego brand With scale has come the pheVarious ways。随着规模的不断扩大,乐高开始受到各种反击。

In recent years,it has faced controversy for not supplying Chinese artist ai Weiwei(the company la ter agreed to the request,Blaming ahas been the butt of gender protests over pink toys for girls in the Lego friends range,And stopped collaborations with royal Dutch shell And the dhe近年来,乐高拒绝接受中国艺术家ai,因此在乐高朋友(Lego Friends)系列中为女孩发行粉红色玩具,成为性抗议者反击的对象,被迫停止与受到公众抗议的荷兰皇家壳牌(Royal Dutch Shell)、《每日邮报》 (Daily Mail)等合作。Mr knudstorp says : there is no doubt that being such a popular brand we are a good target for so-called brand hijacking . conustop回应:毫无疑问乐高现在受到密切关注。

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It's really important to listen。听是最重要的应该通过Twitter and social media give us the possibility to gauge the issue . Twitter和社交媒体评估这个问题。

Some times we are caught off guard,he adds。有时我们不会感到惊讶,他补充道。stepping back from the day-to-day business will allow Mr knudstorp to focus on new business areas。

退出日常工作后,克努斯托夫可以集中精力在新的业务领域。as well as being chairman of the toymaker,he will head the new Lego brand group,An entity that pools all the founding family ' s Lego-REE在担任该玩具制造商会长期间,新成立的乐高集团3354将收集与家人和乐高相关的所有利益之一,包括Mr knudstorp says it will ensure the family is an active owner,one who smells the roses,who knows what the buuildthe crucial balance for him will be between brand protection and brand development。对KNUSTOP来说,核心是在品牌维护和品牌开发之间建立平衡。

the split will allow Lego to concentra te purely on plastic bricks。。

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