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Article on how lego uses its fanbase to propagate and grow its brand, brand line and marketing campaigns
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Critically comment on any aspect of fan labour The economic exploitation or unilateral monetisation of the intellectual property created by their fans, done by the objects or subjects of fandom (such as popular brands, celebrities and artists etc.) is one aspect of Fan Labour that has been historically been swept under the carpet in the capitalistic social setup. However, many scholars in the past few decades have started to voice their opinion through publishing academic literature highlighting the multifaceted exploitation of fan’s labour that is carried out by multinational corporations. LEGO and its business strategy provides one of the most peculiar examples of Fan Labour being capitalised by corporations for idea generation, content production and product marketing, while simultaneously making the consumers (fans) feel a growing bond between them and the object of their fandom (that is, LEGO Playsets). The article titled “How Do Danish Bastards Sleep at Night?”: Fan Labor and the Power of Cuteness by Joyce Goggin presents a comprehensive analysis of the company’s business strategies and mobilisation of fan labour to produce more business for the company. The author provides a brief backdrop of the circumstances that lead to the farming of fan’s creative labour (in the form of acknowledging and posting the work,) that proffered financial gains and free promotion of the LEGO Group’s product. As the brand grew and fan culture around LEGO developed, fans started making stop motion animated films, creating characters with personalities and live-action storylines using only LEGO blocks and objects, which were eventually termed as “Brickfilms”. The first brickfilm “Journey to the Moon” dates back to 1973, however, the initial few brickfilms were not picked up and released by the LEGO Group until 2013. the brickfilms were most significantly popularised by music videos made for recording studios which were broadcasted widely through the MTV Network. Summarily, the it can be concluded that the LEGO Group cashed in on the animated Brickfilms concept that was an idea generated by fans. The company started officially commissioning fan-made brickfilms in 1987, however, with the beginning of the 21st^ century, the company started encouraging such production which helped the LEGO Group advertise new themes of the LEGO Playset. The company’s financially driven decision making is evident from the fact that the LEGO Group started releasing the initial few brickfilms made in the 1970s and 1980s online in 2013, only when a financially viable broadcasting platform (such as YouTube) was available, which further enabled them to derive profits from fan-made content. While on the
face of it the company’s acknowledgment of the fan base’s creative output seems to be a good form of acknowledging the inter-generational appeal of LEGO Products, what goes relatively unseen is the “appropriation of the fans’ intellectual property and creative capital” from which the company derives enormous profits from. The fans creative work effectively goes unrewarded. The author then comes to LEGO Movie, in which mass-scale collection and exploitation of creative content (short films) made by fans was done by the company. The short films were collected through holding contests for the “rebrick community”, the reward of which was the winning entry being featured in the LEGO Movie. Similar other contests were launched to incentivise creation of vehicles, minifigures and other objects, which were invariably submitted by fans to the company. The company even launched a six-month series of monthly contests to rip off its fans’ creativity on an ongoing basis. As is evident from the scenario, the company collected magnanimous amounts of intellectual property (in the form of fan-made characters and storylines) from its fans and exploited it to produce the LEGO Movie which made more than US $69 Million in its opening weekend. Moreover, the company has profited from the movie in other ways as well. First, the movie resulted in “deepening engagement” of the LEGO brand with its fanbase, enabling the company to venture into selling merchandise and video games, further profiting from the creative content made by fans or as the author’s calls it, generated by the “ labour of love ”. Second, the company also garnered a favourable reputation for embracing the “user generated content strategy” which resulted in product development on the constructive ideas taken from fans creative output as well as free marketing on social media platforms. Moreover, the LEGO Group went a step ahead and launched a platform named a LEGO Ideas for fans with constructive, creative and novel product development ideas. The company also instilled a filtering out process through which only the most popular and widely supported ideas make it to the LEGO Review. If the idea passes the Review, it is made into an actual product and sold in stores. The company therefore embraces the current neoliberal economic paradigm in its business strategy by acknowledging the “labour of love” of passionate fans and harnessing on the economic potential of user-generated content without any significant cost or effort that yields it both, steady growth and goodwill. The LEGO case study presents a good example of how fan labour is heralded as the “labour of love” that is not meant to be rewarded monetarily but socially, whereas is actuality, it is a means to harvest the “user-generated content from fans who submit storylines, product