Maybe you’ve heard: Lego has been deemed the most powerful brand…in the world. Wow! What a distinction. Now, if you’re curious about how you can build a corporate branding strategy that will promote that kind of influence in your market, stick around. Today, we’re talking about corporate branding strategy tips for building a powerful brand.

A Powerful Corporate Branding Strategy

What is a powerful brand? It could be defined as one that demonstrates profound influence – not only on its target audience, but on its market, its competitors…and even consumerism as a whole. Brand awareness, client loyalty, industry reputation, and employee satisfaction all contribute to a brand’s power ranking.

Lego definitely fits its first-seed bill, and here’s what you can learn from its brand, for creating your own powerful corporate branding strategy:

  • Adherence to Corporate Values: When Lego’s corporate branding strategy, which fully embodied creative building and architectural concepts, was born in 1934, it was centred on the concept “play well.” In the decades that have passed since its inception, Lego has not lost its values of versatility, creativity, and constructive fun. It stayed true to its vision, and in doing so, developed a generation-to-generation following. Lego’s motto, from the brand’s inception to today, is “only the best is the best.”
  • USP (Unique Selling Point): During its early years, Lego came to be unlike any other product in the realm of children’s toys. The toys were unique in that they not only stacked like other building blocks, they locked together tightly enough to remain in place (but not so tightly that they couldn’t be easily separated from one another). Lego managed not only to give children something they wanted – they managed to give children (and parents) something they didn’t even know they wanted until they experienced it.
  • Timely Brand Expansion: As Lego grew in popularity within its target audience, it studied needs in wider realms and expanded its corporate branding strategy, in order to net a broader customer base. Duplo blocks for smaller children, minifigures for more interactive play, and brand-pairing models are just a few examples of how Lego expanded into other super-niches. Note that they did this carefully and after plenty of market research – too much expansion, too fast, could have resulted in disaster, even for a brand as big as Lego.


  • Relevancy: To go along with its careful growth and expansion, Lego brought its brand to the places where its biggest fans were ‘hanging out.’ How did they do this? They opened Lego stores, hired professional ‘builders’ to construct amazing feats in public places, created games, designed clothing, published books, opened amusement parks, held competitions, and produced movies. These moves wouldn’t be right for every brand in their road to influence; however, the branding and marketing professionals working with Lego deemed these moves crucial to Lego relevancy – and they got it right.
  • Clear Benefits: Lego has worked to make it clear that anyone who aligns him or herself with Lego (either as an affiliate or a customer) will benefit. Not only have they kept their promises of fun, creativity, and innovation, they work to give back (through donations given and programs designed for children’s charities). This is important, because today’s consumers want to know that they’re affiliating themselves with something bigger than just a brand. They want to know that their money – and their associations – are making a difference in the world.

Lego is a brand with a rich history and an impressive corporate branding strategy. The items we’ve covered here today are just a smattering of what can be learned from this mega-brand.

Interested in learning about your brand can become more powerful with a custom corporate branding strategy? Contact us on +44 (0) 208 123 6776 today, and we’ll talk about how to move your brand along its own path of influence. You may also wish to email us on [email protected] or like our Facebook page for daily branding tips.

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