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題名 從破產危機到全球領導品牌：樂高集團企業轉型之個案分析
A Case Study on the LEGO Group's Corporate Transformation
作者 舒惟
Shu, Wei
貢獻者 邱奕嘉
Chiu, Yi-Chia
舒惟
Shu, Wei
關鍵詞 企業轉型
商業模式九宮格
樂高集團
Corporate transformation
Business Model Canvas
LEGO Group
日期 2025
上傳時間 4-Aug-2025 13:42:09 (UTC+8)
摘要 2003 年，樂高集團面臨嚴重的財務危機，營運表現急遽下滑，品牌價值也陷入動搖。然而，樂高最終成功扭轉困境，重返全球玩具市場的領導地位。本研究以此轉型歷程為探討核心，分析樂高如何在商業模式調整與營運體系重構中重建競爭優勢，實現再成長。 研究採用質性個案研究法，結合年報與次級資料，並以 Osterwalder 商業模式九宮格為分析工具，聚焦於「價值創造」、「價值傳遞」、「價值獲取」三大構面，梳理樂高在危機前後的策略轉變。 本研究圍繞兩項核心問題展開： 一、樂高陷入財務困境的根本原因為何？ 二、其轉型過程中採取了哪些具體行動，有效重建營運動能與品牌價值？ 研究指出，導致樂高危機的關鍵，在於偏離品牌核心定位與資源配置失衡；而其轉型契機，則來自於聚焦本業、提升營運效率與強化顧客參與。最終，本研究歸納出一套具體的轉型脈絡，為企業面對市場變局時，如何透過商業模式重整實現自我修復與成長，提供一項具啟發性的參考。
In 2003, the LEGO Group faced a severe financial crisis, marked by a sharp decline in operational performance and a weakening of brand value. Nevertheless, the company ultimately managed to reverse its downturn and reclaim its position as a global leader in the toy industry. This study centers on LEGO’s transformation journey, examining how it rebuilt its competitive advantage and achieved renewed growth through business model restructuring and operational realignment. This research adopts a qualitative case study approach, drawing upon annual reports and secondary data sources. Using the Osterwalder Business Model Canvas as the analytical framework, the study explores LEGO’s strategic shifts across three key dimensions: value creation, value delivery, and value capture. The study is guided by two central questions: 1. What were the underlying causes of LEGO’s financial difficulties in 2003? 2. What concrete actions did LEGO take during its transformation to restore operational momentum and brand strength? Findings suggest that the crisis stemmed from a departure from the company’s core brand positioning and misaligned resource allocation. In contrast, the turning point lay in refocusing on its core business, improving operational efficiency, and enhancing customer engagement. Ultimately, this study outlines a distinct transformation trajectory that offers valuable insights for companies seeking to restore growth and resilience through business model innovation in times of market disruption.
參考文獻 蛯谷敏 (2022)。90歲樂高的轉型課：當全世界都在談創新，它選擇「走回老路」。商業周刊。 Andersen, Jens (2022)。玩得好！樂高商業冒險之旅：樂高唯一授權傳記，百年品牌用小玩具激發全世界想像力（楊明暐譯）。商業周刊。 石昀生 (2024) 。企業轉型與生態系策略分析：以樂高集團為例。國立台灣大學管理學院商學研究所。 Robertson, David C., & Breen, Bill (2014) 。玩具盒裡的創新：樂高以積木、人物瘋迷 10 億人的祕密（林麗冠譯） 。天下雜誌。 刘十九 (2017) 。「樂高：一個玩具巨頭的誕生與自救之路」。雪球。 Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86 (12), 50–59. Zhu, X. (2024). Business transformation in the digital age: Strategies and challenges. Springer. Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach (Doctoral dissertation). University of Lausanne. Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16 (1), 1–25. Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13 (4), 544–559. Hsieh, C.-E. (2004). Strengths and weaknesses of qualitative case study research. 調查研究—方法與應用, 15, 87–116. Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches (7th ed.). Pearson Education Limited. Andersen, R., & Ross, J. W. (2017). The LEGO Group: Envisioning risks in play. MIT Sloan Center for Information Systems Research Working Paper No. 407. Elio, Q. (2024). Playing the future or playing in the future: Challenges and opportunities in the traditional toy revolution. ResearchGate. GERRIC. (2020). A brief history of toys. In The Games People Play: Pre-reading resource (pp. 1–5). UNSW GERRIC. Heljakka, K. (2022). Toys and the changing landscape of children’s play: From material culture to digital hybrids. International Journal of Play, 11 (2), 145–162. Schmidt, J. B., & Vitzthum, K. (2011). LEGO: A Toy Company Building a Digital Future. Journal of Strategic Innovation, 6 (2), 45–61. LEGO Group. (2000). Annual report 1999. Billund, Denmark: LEGO Group. LEGO Group. (2001). Annual report 2000. Billund, Denmark: LEGO Group. LEGO Group. (2002). Annual report 2001. Billund, Denmark: LEGO Group. LEGO Group. (2003). Annual report 2002. Billund, Denmark: LEGO Group. LEGO Group. (2004). Annual report 2003. Billund, Denmark: LEGO Group. LEGO Group. (2005). Annual report 2004. Billund, Denmark: LEGO Group. LEGO Group. (2006). Annual report 2005. Billund, Denmark: LEGO Group. LEGO Group. (2007). Annual report 2006. Billund, Denmark: LEGO Group. LEGO Group. (2008). Annual report 2007. Billund, Denmark: LEGO Group. LEGO Group. (2009). Annual report 2008. Billund, Denmark: LEGO Group. LEGO Group. (2010). Annual report 2009. Billund, Denmark: LEGO Group. LEGO Group. (2011). Annual report 20010. Billund, Denmark: LEGO Group. LEGO Group. (2012). Annual report 2011. Billund, Denmark: LEGO Group. LEGO Group. (2013). Annual report 20012. Billund, Denmark: LEGO Group. LEGO Group. (2014). Annual report 20013. Billund, Denmark: LEGO Group. LEGO Group. (2015). Annual report 2014. Billund, Denmark: LEGO Group. LEGO Group. (2016). Annual report 2015. Billund, Denmark: LEGO Group. LEGO Group. (2017). Annual report 2016. Billund, Denmark: LEGO Group. Tom Ryan. (2024). Are toys on path to sales recovery? RetailWire. Business Insider. (2024). How LEGO defied the toy slump to become nearly inflation-proof. Business Insider. Ansoff, H. I. (1957). Strategies for diversification. Harvard Business Review, 35 (5), 113–124. Anthony, S. D., Gilbert, C. G., & Johnson, M. W. (2017). Dual transformation: How to reposition today's business while creating the future. Harvard Business Review Press. Godkin, L., & Allcorn, S. (2008). Overcoming organizational inertia: A tripartite model for achieving strategic organizational change. Journal of Applied Business and Economics, 8 (1), 82–97. Blumenthal, B., & Haspeslagh, P. (1994). Toward a definition of corporate transformation. Sloan Management Review, 35 (3), 101–106. Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43 (2–3), 172–194. Libarikian, A., Hagedorn, C., Banholzer, M., & Nguyen, R. (2024). Dual transformation: Optimizing the core and building new businesses. McKinsey & Company. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57 (2), 137–145. David Crowther, Bricks of gold: Lego's margins look impressive alongside luxury companies, Sherwood. Beata Mostafavi, Gamified childhood: Are digital devices replacing traditional playtime? Michigan Medicine, University of Michigan.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
112363005
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112363005
資料類型 thesis
dc.contributor.advisor 邱奕嘉zh_TW
dc.contributor.advisor Chiu, Yi-Chiaen_US
dc.contributor.author (Authors) 舒惟zh_TW
dc.contributor.author (Authors) Shu, Weien_US
dc.creator (作者) 舒惟zh_TW
dc.creator (作者) Shu, Weien_US
dc.date (日期) 2025en_US
dc.date.accessioned 4-Aug-2025 13:42:09 (UTC+8)-
dc.date.available 4-Aug-2025 13:42:09 (UTC+8)-
dc.date.issued (上傳時間) 4-Aug-2025 13:42:09 (UTC+8)-
dc.identifier (Other Identifiers) G0112363005en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/158419-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 112363005zh_TW
dc.description.abstract (摘要) 2003 年，樂高集團面臨嚴重的財務危機，營運表現急遽下滑，品牌價值也陷入動搖。然而，樂高最終成功扭轉困境，重返全球玩具市場的領導地位。本研究以此轉型歷程為探討核心，分析樂高如何在商業模式調整與營運體系重構中重建競爭優勢，實現再成長。 研究採用質性個案研究法，結合年報與次級資料，並以 Osterwalder 商業模式九宮格為分析工具，聚焦於「價值創造」、「價值傳遞」、「價值獲取」三大構面，梳理樂高在危機前後的策略轉變。 本研究圍繞兩項核心問題展開： 一、樂高陷入財務困境的根本原因為何？ 二、其轉型過程中採取了哪些具體行動，有效重建營運動能與品牌價值？ 研究指出，導致樂高危機的關鍵，在於偏離品牌核心定位與資源配置失衡；而其轉型契機，則來自於聚焦本業、提升營運效率與強化顧客參與。最終，本研究歸納出一套具體的轉型脈絡，為企業面對市場變局時，如何透過商業模式重整實現自我修復與成長，提供一項具啟發性的參考。zh_TW
dc.description.abstract (摘要) In 2003, the LEGO Group faced a severe financial crisis, marked by a sharp decline in operational performance and a weakening of brand value. Nevertheless, the company ultimately managed to reverse its downturn and reclaim its position as a global leader in the toy industry. This study centers on LEGO’s transformation journey, examining how it rebuilt its competitive advantage and achieved renewed growth through business model restructuring and operational realignment. This research adopts a qualitative case study approach, drawing upon annual reports and secondary data sources. Using the Osterwalder Business Model Canvas as the analytical framework, the study explores LEGO’s strategic shifts across three key dimensions: value creation, value delivery, and value capture. The study is guided by two central questions: 1. What were the underlying causes of LEGO’s financial difficulties in 2003? 2. What concrete actions did LEGO take during its transformation to restore operational momentum and brand strength? Findings suggest that the crisis stemmed from a departure from the company’s core brand positioning and misaligned resource allocation. In contrast, the turning point lay in refocusing on its core business, improving operational efficiency, and enhancing customer engagement. Ultimately, this study outlines a distinct transformation trajectory that offers valuable insights for companies seeking to restore growth and resilience through business model innovation in times of market disruption.en_US
dc.description.tableofcontents 第壹章 緒論 7 第一節 研究背景與動機 7 第二節 研究問題與目的 9 第貳章 文獻探討 10 第一節 商業模式 10 第二節 企業轉型 12 第三節 內部能力 16 第四節 外部環境 17 第參章 研究方法 19 第一節 質化與量化分析的介紹與比較 19 第二節 個案研究法 20 第三節 資料搜集 21 第四節 研究架構 21 第肆章 研究分析 22 第一節 個案公司介紹 22 第二節 個案研究 38 第伍章 研究結論 45 第一節 研究發現 45 第二節 研究命題 46 第三節 研究結論 47 第四節 研究限制與後續建議 48 參考文獻 50 一、中文參考文獻 50 二、英文參考文獻 50zh_TW
dc.format.extent 11782876 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112363005en_US
dc.subject (關鍵詞) 企業轉型zh_TW
dc.subject (關鍵詞) 商業模式九宮格zh_TW
dc.subject (關鍵詞) 樂高集團zh_TW
dc.subject (關鍵詞) Corporate transformationen_US
dc.subject (關鍵詞) Business Model Canvasen_US
dc.subject (關鍵詞) LEGO Groupen_US
dc.title (題名) 從破產危機到全球領導品牌：樂高集團企業轉型之個案分析zh_TW
dc.title (題名) A Case Study on the LEGO Group's Corporate Transformationen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 蛯谷敏 (2022)。90歲樂高的轉型課：當全世界都在談創新，它選擇「走回老路」。商業周刊。 Andersen, Jens (2022)。玩得好！樂高商業冒險之旅：樂高唯一授權傳記，百年品牌用小玩具激發全世界想像力（楊明暐譯）。商業周刊。 石昀生 (2024) 。企業轉型與生態系策略分析：以樂高集團為例。國立台灣大學管理學院商學研究所。 Robertson, David C., & Breen, Bill (2014) 。玩具盒裡的創新：樂高以積木、人物瘋迷 10 億人的祕密（林麗冠譯） 。天下雜誌。 刘十九 (2017) 。「樂高：一個玩具巨頭的誕生與自救之路」。雪球。 Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86 (12), 50–59. Zhu, X. (2024). Business transformation in the digital age: Strategies and challenges. Springer. Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach (Doctoral dissertation). University of Lausanne. Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16 (1), 1–25. Baxter, P., & Jack, S. (2008). Qualitative case study methodology: Study design and implementation for novice researchers. The Qualitative Report, 13 (4), 544–559. Hsieh, C.-E. (2004). Strengths and weaknesses of qualitative case study research. 調查研究—方法與應用, 15, 87–116. Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches (7th ed.). Pearson Education Limited. Andersen, R., & Ross, J. W. (2017). The LEGO Group: Envisioning risks in play. MIT Sloan Center for Information Systems Research Working Paper No. 407. Elio, Q. (2024). Playing the future or playing in the future: Challenges and opportunities in the traditional toy revolution. ResearchGate. GERRIC. (2020). A brief history of toys. In The Games People Play: Pre-reading resource (pp. 1–5). UNSW GERRIC. Heljakka, K. (2022). Toys and the changing landscape of children’s play: From material culture to digital hybrids. International Journal of Play, 11 (2), 145–162. Schmidt, J. B., & Vitzthum, K. (2011). LEGO: A Toy Company Building a Digital Future. Journal of Strategic Innovation, 6 (2), 45–61. LEGO Group. (2000). Annual report 1999. Billund, Denmark: LEGO Group. LEGO Group. (2001). Annual report 2000. Billund, Denmark: LEGO Group. LEGO Group. (2002). Annual report 2001. Billund, Denmark: LEGO Group. LEGO Group. (2003). Annual report 2002. Billund, Denmark: LEGO Group. LEGO Group. (2004). Annual report 2003. Billund, Denmark: LEGO Group. LEGO Group. (2005). Annual report 2004. Billund, Denmark: LEGO Group. LEGO Group. (2006). Annual report 2005. Billund, Denmark: LEGO Group. LEGO Group. (2007). Annual report 2006. Billund, Denmark: LEGO Group. LEGO Group. (2008). Annual report 2007. Billund, Denmark: LEGO Group. LEGO Group. (2009). Annual report 2008. Billund, Denmark: LEGO Group. LEGO Group. (2010). Annual report 2009. Billund, Denmark: LEGO Group. LEGO Group. (2011). Annual report 20010. Billund, Denmark: LEGO Group. LEGO Group. (2012). Annual report 2011. Billund, Denmark: LEGO Group. LEGO Group. (2013). Annual report 20012. Billund, Denmark: LEGO Group. LEGO Group. (2014). Annual report 20013. Billund, Denmark: LEGO Group. LEGO Group. (2015). Annual report 2014. Billund, Denmark: LEGO Group. LEGO Group. (2016). Annual report 2015. Billund, Denmark: LEGO Group. LEGO Group. (2017). Annual report 2016. Billund, Denmark: LEGO Group. Tom Ryan. (2024). Are toys on path to sales recovery? RetailWire. Business Insider. (2024). How LEGO defied the toy slump to become nearly inflation-proof. Business Insider. Ansoff, H. I. (1957). Strategies for diversification. Harvard Business Review, 35 (5), 113–124. Anthony, S. D., Gilbert, C. G., & Johnson, M. W. (2017). Dual transformation: How to reposition today's business while creating the future. Harvard Business Review Press. Godkin, L., & Allcorn, S. (2008). Overcoming organizational inertia: A tripartite model for achieving strategic organizational change. Journal of Applied Business and Economics, 8 (1), 82–97. Blumenthal, B., & Haspeslagh, P. (1994). Toward a definition of corporate transformation. Sloan Management Review, 35 (3), 101–106. Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43 (2–3), 172–194. Libarikian, A., Hagedorn, C., Banholzer, M., & Nguyen, R. (2024). Dual transformation: Optimizing the core and building new businesses. McKinsey & Company. Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review, 57 (2), 137–145. David Crowther, Bricks of gold: Lego's margins look impressive alongside luxury companies, Sherwood. Beata Mostafavi, Gamified childhood: Are digital devices replacing traditional playtime? Michigan Medicine, University of Michigan.zh_TW