32. Here’s what happened: Ford was
laser-focused on creating a single,
inexpensive, mass-produced car
(the Model T).
33. And while that car was initially a
huge success, Ford failed to listen
to the changing needs and tastes
of his customers.
34. That opened the door for competitors
who were listening, like GM.
35. In the 1920s, GM recognized that
people were looking for something
new, something that fit their lifestyles.
They didn’t want a one-size-fits-all car.
36. So GM focused on manufacturing
cars “for every purse and purpose,”
and soon began stealing customers
away from Ford.
37.
38. In response to his company’s
dwindling market share, Ford finally
retired the Model T in 1927.
60. LEGO’s new direction had shifted
the focus away from building and
creativity, which is what people had
loved about LEGO in the first place.
61. So when Jorgen Vig Knudstorp
stepped in as LEGO’s new CEO in
2004, he acted on this feedback
and made a radical decision:
62. Customers would have a say in all
new LEGO designs moving forward.
(And in 2006, LEGO held its first
design workshop to start making
this idea a reality.)
63. Knudstorp led a charge to put
creative control into the hands of
hardcore fans of the brand rather
than in those of top designers who
had skills but lacked a real
understanding of Lego's history.
(Business Insider)
“
64. In 2010, LEGO reported annual
sales of $2.3 billion.