乐高CEO称上半年美国和全球需求强劲、继续抢占玩具市场份额且关税影响有限

Speaker A: your company putting up like double digit growth uh in in in the US or even around the world at a time when so many people are struggling and they and they don't exactly need a toy.

Speaker B: No, it's apparently they need it. But uh but uh but I I I get your question and I think it's it's interesting of course uh and if you take the last four, five or six or seven years, we haven't only grown by growing with the market. We typically have grown quite quite a lot faster than the market and we've we've done it by taking market share and and in this sense that that has actually helped us to to cope both when the market was good and when the market was was was less good. And uh and uh in that sense, uh we don't necessarily seen that and in the first half year, we haven't seen that. We've actually seen growth in the US, but also across different type consumer groups and across the different, the different channels. So, so in that sense, uh uh I don't I don't totally recognize that, at least when I look at the at the first year results.

Speaker A: You know, the CEO of a of a global iconic company in in Lego and now we have renewed trade tensions, Canada versus the US, US versus Canada. How does this renewal and trade tensions change how you operate a business like Lego and, you know, what do you tell your team around the world?

Speaker B: Yeah, it's a it's a good question because it's something that's been, I would say, we've had vulnerability or vol volatility with us for quite a quite a while and one of the advantages we have is our supply chain is regionalized in the way. So we produce in the Americas where we sell in the US and Americas. We produce in Europe for Europe and in Asia for Asia. That means we're not shipping products around the world. We don't spend too much CO2 on that, but more importantly, we can be agile from when we produce to when we when we deliver. It has also allowed us to be less uh be less exposed to tariffs and all those discussions and and and in that sense, you see a result like this. We've been able to manage that in a very good way. I would then say, below the surface in our own supply chain, gosh, people are working really hard to accommodate and to be around that. But that agility has actually allowed us to be relatively uh independent of those terrorist discussions and therefore I of course hope that that will continue going going forward. But I would say so far, so good, we've been able to manage and it doesn't impact a financial result, for instance, of the first half year in in any significant way.