corporate description - westminster...
TRANSCRIPT
Hasbro, Inc
Strategic Management Project
MBA 670
Executive Summary & Introduction
Corporate Description
Company & Industry Description
History of the Firm
In 1923, two brothers who migrated from Poland started a small
business by selling textile remnants. In 1926, the Hassenfeld’s
officially organized what is known today as Hasbro Inc. In the 1940’s,
the brother duo expanded by offering pencil boxes and school
supplies. By 1950, they were ready to leap into another market by
introducing its novelty toy, “Mr. Potato Head”. GI Joe was introduced
in 1963 producing revenue sells in excess of 28 million dollars the
next two years after Hasbro spent nearly 2 million in TV ads (Miller
1998). In addition to toys, Hasbro develops games most notably
Monopoly which was first introduced in 1935. Decades later, Hasbro
continues to be innovative with product design, introduction of new
products, developing brand recognition to maintain being a leader in
the game and toy industry.
Ownership Characteristics
Hasbro Inc is a publicly traded company in the NYSE. Alan
Hassenfeld, Chairman of the Board of Hasbro Inc., owns about 4% in
shares of the company; while other corporations such as The State
Street Corporation and Barkley’s Global Investors UK Holding LTD
are the major institutional stockholders and each own approximately
6% of the company. While there are other private stockholders
owning significant amount of shares in the company, most of the
ownership is comprised by institutional and mutual fun holders.
Financial Condition
i. Financial Statements (Appendix)
ii. Level of Performance
Hasbro Inc. has been able to increase its net revenues
consistently from 2002 through 2006. Its net revenues rose from $
2,816,230 in 2002 to $ 3,151,481 while Hasbro Inc. produced Net
Earnings starting 2003 of $ 158,000 which are now up to $ 230,000 in
2006. Additionally, Shareholder’s Equity was increased over the last 4
years by almost $3 and the debt ratio reduced by 23%, which
indicates a financially sound and stable company.
iii. Soundness
As mentioned above, Hasbro Inc. has been performing well in
terms of company growth and profit maximization over its business
units, however also substantially improved its debt ratio by
continuously decreasing long term debt and increasing shareholders
equity and return on investment. Hence, Hasbro Inc. is a financially
sound organization that strives to become more profitable each year
and was able to perform great throughout the last four year period.
Industry Identification/Segmentation
The gaming and toy industry is a conglomerate of companies
who have various brands and products in an environment that is
competitive and retail market driven. Major players, such as Hasbro,
Mattel, Jakks, and other manufactures have controlled the industry
eliminating smaller firms due to relationships with major retailers
such as Wal-Mart, Target and Toy R’ Us. However, competition
among the larger firms is very intense and has required firms to build
alliances with outside firms like Disney, Star Wars and others. These
strategic alliances along with requirement to perform in the areas of
product innovation, manufacturing, marketing and sales are vital to
each company survival when products are primarily consumed in
large retail box environments.
Company Corporate Culture
Hasbro Inc. emphasizes innovation and professionalism within
its company. Because of the nature of the business and its operating
field which requires constant innovation in order to compete in the
market and maintain leadership among its rivals, Hasbro Inc. has
created a work environment that fosters innovative and creative
minds to function accordingly. Additionally, the company values
community involvement and creating opportunities for
underprivileged children. Alan Hassenfeld has been a leader in
rallying corporate executives to work with elected officials to end
childhood hunger. He is involved in issues impacting underserved
communities in the state of Rhode Island by serving on advisory
boards for Refugees International and Big Brothers of Rhode Island.
He is also a board member of the company's two philanthropic
divisions, the Hasbro Charitable Trust and the Hasbro Children's
Foundation. Hassenfeld is active in many charitable and social causes,
serving as Chairman of the World Scholar Athlete Games, Chairman of
Families First and Chairman of the Right Now! Coalition, an effort
created to foster ethics and campaign reform and enlighten the state
government to its constituent's concerns.
Organizational Structure
External & Internal Analysis
Macro Environment
Stakeholders
Social/demographic trends
b. The toy and game business is characterized by customer
order patterns which vary from year to year largely
because of differences each year in the degree of
consumer acceptance of product lines, product
availability, marketing strategies and inventory policies of
retailers, the dates of theatrical releases of major motion
pictures for which the companies have product licenses,
and changes in overall economic conditions.
Issues
c. volatility of consumer preferences, combined with the
high level of competition and low barriers to entry in the
family entertainment industry make it difficult to maintain
the success of existing product lines or consistently
introduce successful new products.
d. The business is seasonal and therefore, the annual
operating result depends on the sales during the brief
holiday season.
e. Continuing consolidation of the retail customer base
means that economic difficulties or changes in the
purchasing policies of the major customers could have a
significant impact on them.
f. Market conditions, including commodity and fuel prices,
public health conditions and other 3rd party conduct
g.
International/global issues
h. The substantial sales and manufacturing operations
outside the US subject Hasbro to risks associated with
international operations including: currency conversion
risks, political instability, difficulty enforcing intellectual
property rights, complications in complying with different
laws in varying jurisdictions, natural disasters, imposition
of tariffs, etc.
Governmental/legal issues
i. The toy and game products sold in the US are subject to
the provisions of The Consumer Product Safety Act
(CPSA), The Federal Hazardous Substances Act (FHSA),
The Flammable Fabrics Act (FFA), and for some of the
mixes for the EASY BAKE ovens, the Food and Drug
Administration.
Industry Environment & Strategic Groups
Competitors
j. Hasbro competes with several large toy and game
companies in various product categories as well as many
smaller US and international toy and game designers,
manufacturers and marketers. Competition is based
primarily on meeting consumer entertainment preferences
and on the quality and play value of the products.
k. JAKKS Pacific Inc., LEGO Holding (privately held), Mattel
Inc.
Entry Barriers
l. The volatility in consumer preferences with respect to
family entertainment and low barriers to entry continually
create new opportunities for existing competitors and
start-ups to develop products which compete with
Hasbro’s toy and game offerings.
Substitutes
Suppliers
m. Most of Hasbro’s products are manufactured from basic
raw materials such as plastic, paper, and cardboard. All
of these materials are available but are subject to
significant fluctuations in price. As a result, Hasbro
generally enters into agreements with suppliers at the
beginning of a fiscal year that establish prices for that
year. For this reason, Hasbro is generally insulated, in the
short-term, from increases in the prices of raw material.
n. However, severe increases in the prices of any of these
materials may require renegotiation with their suppliers
during the year.
Buyers
o. Hasbro’s products are sold nationally and internationally
to a broad spectrum of customers, including wholesalers,
distributors, chain stores, discount stores, mail order
houses, catalog stores, department stores and other
traditional retailers, large and small, as well as internet-
based “e-tailers.” During 2006, sales to the 3 largest
customers, Wal-Mart Stores, Inc., Target Corporation and
Toys ‘R Us, Inc., represented 24%, 13%, and 11%
respectively. During 2006, 90% of the net revenues from
our top 5 customers related to the North American
segment.
Internal Strategic Evaluation
Strategic Condition of the Firm
Hasbro’s strategy is to continue growing core brands,
developing new toys and games, and maximizing efficiency. This
focused differentiation approach allows Hasbro to meet the demands
of several segments, most notably a wide age group. The focus on
efficiency provides Hasbro the opportunity to maximize profits
through manufacturing competencies and importing from China.
Hasbro is arguably the most innovative toy company in the industry
today. Its strategy has been for several years and continues to be
focused on innovation. The key to Hasbro’s success has been its
ability to develop new toy technologies. These technologies are
conducive to growing brands and providing an array of different
products for all age groups.
Mission Statement & Corporate Strategy
Hasbro’s mission statement is as follows:
“The heart of Hasbro’s business is making great games, toys,
lifestyle and entertainment products that are enjoyed by people
of all ages worldwide. Hasbro intends to be the number-one
company in the toy and game industry; the leading provider of
play; and the number-one marketer, pioneer and partner in all
channels and all customers.”
This mission clearly supports Hasbro’s focused differentiation.
The organization is focused on meeting the needs of all age groups,
and being a leading entertainment provider. Also, this mission
demonstrates the need to truly be an innovative company. Without
the innovation of new toy technologies it would be impossible for
Hasbro to achieve its mission goals.
Current Business Level Strategy
Hasbro’s business level strategy revolves around developing
new toys and games to maintain demand of its products and to grow
its core brands. This includes creating new products, as well as
constantly updating current toy lines, such as GI Joe. Hasbro has
some of the most recognizable brands in the toy industry. A major
part of Hasbro’s business strategy is to utilize and grow its core
brands to their fullest potential. Hasbro’s domestic business level
strategy is relatively the same as its international business level
strategy except for its expansion plans. Hasbro’s international
business strategy is to expand into Eastern European markets and
emerging markets in Asia and Latin and South America.
Another facet of the business strategy is to align with Hollywood
through exclusive licensing agreements. Intellectual property is
crucial to Hasbro maintaining market share, as it gives the firm rights
to popular characters and motion pictures. For example, Hasbro has
signed a multi-year license with Star Wars and Marvel. The Star Wars
and Marvel merchandise are expected to contribute to Hasbro’s total
revenues in the years to come.
Finally, Hasbro focuses on operating profits through
manufacturing and importing toys from China. This is an important
aspect of Hasbro’s strategy, because operational profits are used to
develop more toys and maintain licensing agreements. All of this is in
support of the firm’s mission to be the “leading provider of play.”
Current Functional Level Strategy
Hasbro’s functional strategy is fairly simple. First, its toys and
games are sold in major retail outlets, such as Wal-Mart. This places
Hasbro products in easy and convenient locations for customers.
However, there is great competition within these retailers as many
competitors have the same outlet. Hasbro sells its products directly
to its retailers and in many cases these products are imported directly
to the retailer from the Far East.
An additional aspect of Hasbro’s functional strategy is to import
toys from China. Hasbro is focused on keeping costs low and
maximizing efficiency. Hasbro’s working capital needs are financed
through cash generation from operations. Therefore, low
manufacturing costs and efficiency are crucial to enhancing operating
profits and financing new product development.
Current Corporate Level Strategy
Hasbro’s corporate strategy is to maximize shareholder value by
maintaining its competitive advantage through focusing its business
on family leisure time and entertainment products and services.
Hasbro has an array of diversified products and services but all its
products are related to the above focused segment. For example, in
the fiscal years of 2004 and 2006 no one single product line generate
more than 10% of consolidated net revenues for those years. In 2005
the selling of Star Wars products generated 16% of revenues for that
year. All other products lines generated less than 10% of revenues.
Hasbro’s corporate strategy is vertically integrated through the
designing, manufacturing, and marketing of its products. However,
Hasbro does not produce the raw materials for its products neither
does it do any direct selling to the consumer. Also, Hasbro utilizes
strategic alliances with the movie industry through licensing to make
movie themed toys and games.
Another aspect of the corporate strategy is giving something
back to the community. This is why the Hasbro’s Children Fund was
established. In 2006 six million kids were helped by charitable
grants, product donations, and the Team Hasbro employee volunteer
program.
Resources and Capabilities
The most important resource Hasbro maintains is its intellectual
property rights. Alliances with Hollywood provide Hasbro with
tremendous product potential, and the firm benefits from the
popularity of the characters. This helps alleviate marketing expenses
while supporting demand for Hasbro products. Another resource that
is vital to maintaining success of the company is the development and
growth of its core brands. Consumers have come to know and trust
brands such as: PLAYSKOOL, MILTON BRADLEY, PARKER
BROTHERS, and TONKA. By owning these well know brands, Hasbro
has the capability to develop and grow them in any manner they deem
necessary that will increase revenues.
Competitive Evaluation & Recommendations
Key Strategic Issues
Under-Utilization of Overseas Occupancy
US $584 earned per square foot
$377 overseas
Future Domestic Market Potential Relatively Limited
4th Quarter Dominance/ Seasonality of Sales
Rarely win Toy of the Year
Must Gain a Greater Return on Intellectual Property/ Licensing
Recommendations & Implementation
Expand in Global Markets
Continue to Innovate
License Video Games & other products :
(apparel, cereal)
Focus on Winning Toy of the Year:
Alleviate Seasonal Impact on Sales
Pursue Promotions Through Out the Year
Integrate Products to Gain Better Return on Summer
Movies
Enhance Hollywood Alliances
(This intellectual resourse is huge Competitive Advantage)