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It is getting harder to go anywhere without stepping on a piece of Lego-related hype. The Lego Movie is number two at the Americ

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问题     It is getting harder to go anywhere without stepping on a piece of Lego-related hype. The Lego Movie is number two at the American box office, after three weeks at number one. Model kits related to the film are piled high in the shops. They will add to the already gigantic heap of Lego bits: 86 for every person on the planet. The toymaker has enjoyed ten years of spectacular growth, almost quadrupling its revenue.
    This is remarkable for many reasons. Lego’ s home town, Billund in rural Denmark, is so small that the company had to provide it with a hotel—an elegant one, unsurprisingly. The toy business is one of the world’ s trickiest: perennially faddish and, at the moment, convulsed by technological innovation. Children are growing up ever faster, and abandoning the physical world for the virtual. To cap it all, the company almost collapsed in 2003-04, having drifted for years, diversifying into too many areas, producing too many products and, in a fit of desperation, flirting with becoming a lifestyle company, with Lego-branded clothes and watches.
    Lego’ s decade of success began when it appointed Jorgen Vig Knudstorp as chief executive. Mr. Knudstorp decreed that the company must go back to the brick: focusing on its core products, forgetting about brand-stretching, and even selling its theme parks. He also brought in stricter management controls, for example reducing the number of different pieces that the company produced from 12,900 to 7,000.
    Under Mr. Knudstorp Lego has struck a successful balance between innovation and tradition. The company has to generate new ideas to keep its sales growing: customers need a reason to expand their stock of bricks, and to buy them from Lego rather than cheaper rivals. Lego produces a stream of kits with ready-made designs, such as forts and spaceships, to provide children with templates. But it also insists that the pieces can be added to the child’ s collection of bricks, and reused to make all sorts of other things.
    Lego has got better at managing its relationships. The Lego Movie demonstrates how it can focus on the brick while venturing into the virtual world: Warner Bros, made the film while Lego provided the models. It has also got better at tapping its legion of fans—particularly adult fans of Lego, or AFOLs—for new ideas.
    Lego is now at an inflection point, building its organisational capacity and embracing globalisation, to help it find new sources of growth. The aim is twofold: to replicate in the rapidly growing east Lego’ s success in the west; and to transform a local company that happened to go global into a global company that happens to have its head office in Billund.
Mr. Knudstorp’ s idea of going back to the brick didn’ t include
选项 A、bringing in stricter management controls.
B、putting emphasis upon core products.
C、giving up brand-stretching.
D、selling Lego’ s theme parks.
答案A
解析 根据关键词定位到第三段。本段讲乐高的成功始于其任命Knudstorp担任首席 执行官，接着讲到了Mr．Knudstorp采取的一系列措施，包括“回到积木上来”的理念以及更 严格的管理控制等。B项“强调核心产品”、C项“放弃品牌延伸”、D项“出售乐高主题公园” 分别对应原文的focusing on its core products，forgetting about brand-stretching，and even selling its theme parks，均体现了“回到积木上来的”理念。故A项为答案。
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