Hasbro Unveils New Strategy – Playing to Win
Hasbro has unveiled its new strategic plan 'Playing to Win' through 2027, focusing on expanding its reach from 500 million to 750 million kids, families, and fans. The company projects mid-single digit revenue growth and 50-100 basis points of annual operating profit margin improvement through 2027.
The strategy includes five key building blocks: Profitable Franchises, Aging Up (targeting fans 13+), Everyone Plays (expanding in girls and emerging markets), Digital & Direct (building video games and e-commerce), and Partner Scaled (retail and licensing partnerships). By 2027, Hasbro expects to deliver $1 billion in gross cost savings, with approximately half impacting the bottom line.
The company aims to reduce its gross debt to adjusted EBITDA ratio to 2.5x by 2026. Hasbro has already exited non-core businesses like eOne film and TV and achieved $600M in cost reductions, focusing on high-profit areas like digital games and partner collaborations across various entertainment channels.
Hasbro ha svelato il suo nuovo piano strategico 'Playing to Win' fino al 2027, con l'obiettivo di espandere la sua portata da 500 milioni a 750 milioni di bambini, famiglie e fan. L'azienda prevede una crescita dei ricavi a medio singolo digit e un miglioramento del margine di profitto operativo annuale di 50-100 punti base entro il 2027.
La strategia comprende cinque pilastri fondamentali: Franchising Redditizi, Invecchiamento (rivolto ai fan di età superiore ai 13 anni), Tutti Giocano (espansione nel segmento femminile e nei mercati emergenti), Digitale & Diretto (sviluppo di videogiochi e commercio elettronico) e Partner Scalati (partnership al dettaglio e di licensing). Entro il 2027, Hasbro prevede di generare 1 miliardo di dollari in risparmi sui costi lordi, con circa la metà che avrà un impatto sul risultato finale.
L'azienda mira a ridurre il proprio rapporto debito lordo su EBITDA rettificato a 2,5x entro il 2026. Hasbro ha già abbandonato attività non core come eOne film e TV e ha raggiunto 600 milioni di dollari in riduzioni dei costi, concentrandosi su aree ad alto profitto come i giochi digitali e le collaborazioni con partner attraverso vari canali di intrattenimento.
Hasbro ha presentado su nuevo plan estratégico 'Playing to Win' hasta 2027, centrándose en expandir su alcance de 500 millones a 750 millones de niños, familias y aficionados. La compañía proyecta un crecimiento de ingresos de un solo dígito medio y una mejora de 50 a 100 puntos básicos en el margen de beneficio operativo anual hasta 2027.
La estrategia incluye cinco bloques clave: Franquicias Rentables, Envejecimiento (dirigido a aficionados de 13 años en adelante), Todos Juegan (expansión en el mercado femenino y en mercados emergentes), Digital y Directo (desarrollo de videojuegos y comercio electrónico) y Socios Escalados (asociaciones minoristas y de licencias). Para 2027, Hasbro espera generar 1 mil millones de dólares en ahorros de costos brutos, con aproximadamente la mitad impactando en la línea de fondo.
La empresa tiene como objetivo reducir su ratio de deuda bruta a EBITDA ajustado a 2.5x para 2026. Hasbro ya ha salido de negocios no centrales como eOne film y TV y ha logrado 600 millones de dólares en reducciones de costos, centrándose en áreas de alto beneficio como los juegos digitales y colaboraciones con socios a través de varios canales de entretenimiento.
해즈브로는 2027년까지의 새로운 전략 계획 'Playing to Win'을 발표하며, 5억에서 7억 5천만 명의 어린이, 가족 및 팬으로의 범위 확장을 목표로 하고 있습니다. 이 회사는 중간 단위 수익 성장과 2027년까지 연간 운영 이익률 개선을 50-100 베이시스 포인트로 예상하고 있습니다.
이 전략에는 다섯 가지 주요 구성 요소가 포함됩니다: 수익성 있는 프랜차이즈, 나이 증가(13세 이상 팬 대상), 모두가 플레이(여성과 신흥 시장으로의 확장), 디지털 및 직접(비디오 게임 및 전자 상거래 구축), 파트너 확장(소매 및 라이센스 파트너십). 2027년까지 해즈브로는 10억 달러의 총 비용 절감을 달성할 것으로 예상하며, 이 중 약 절반이 최종 수익에 영향을 줄 것입니다.
회사는 2026년까지 조정된 EBITDA 대비 총 부채 비율을 2.5배로 줄이는 것을 목표로 하고 있습니다. 해즈브로는 이미 eOne 영화 및 TV와 같은 비핵심 사업에서 철수했으며, 6억 달러의 비용 절감을 달성하고, 디지털 게임 및 다양한 엔터테인먼트 채널에서 파트너 협업과 같은 고수익 분야에 집중하고 있습니다.
Hasbro a dévoilé son nouveau plan stratégique 'Playing to Win' jusqu'en 2027, axé sur l'expansion de sa portée de 500 millions à 750 millions d'enfants, de familles et de fans. L'entreprise prévoit une croissance des revenus à un chiffre moyen et une amélioration de 50 à 100 points de base de la marge bénéficiaire opérationnelle annuelle d'ici 2027.
La stratégie comprend cinq éléments clés : Franchises Rentables, Vieillissement (ciblant les fans de 13 ans et plus), Tout le monde Joue (expansion dans le marché féminin et les marchés émergents), Numérique & Direct (développement de jeux vidéo et de commerce électronique) et Partenaires Élargis (partenariats de vente au détail et de licences). D'ici 2027, Hasbro prévoit de réaliser 1 milliard de dollars d'économies de coûts bruts, dont environ la moitié aura un impact sur le résultat net.
L'entreprise vise à réduire son ratio de dette brute par rapport à l'EBITDA ajusté à 2,5x d'ici 2026. Hasbro a déjà quitté des activités non essentielles comme eOne Film et TV, et a réalisé 600 millions de dollars d'économies de coûts, en se concentrant sur des domaines à forte rentabilité comme les jeux numériques et les collaborations avec des partenaires à travers divers canaux de divertissement.
Hasbro hat seinen neuen strategischen Plan 'Playing to Win' bis 2027 vorgestellt, der sich darauf konzentriert, seine Reichweite von 500 Millionen auf 750 Millionen Kinder, Familien und Fans zu erweitern. Das Unternehmen rechnet mit einem Umsatzwachstum im mittleren einstelligen Bereich und einer Verbesserung der operativen Gewinnmarge um 50 bis 100 Basispunkte bis 2027.
Die Strategie umfasst fünf wesentliche Bausteine: Gewinnbringende Franchises, Älter werden (Zielgruppe ab 13 Jahren), Jeder spielt (Erweiterung in den Mädchenmarkt und auf Schwellenmärkte), Digital & Direkt (Entwicklung von Videospielen und E-Commerce) und Partner-Skalierung (Einzelhandel und Lizenzpartnerschaften). Bis 2027 erwartet Hasbro, 1 Milliarde Dollar an Bruttoeinsparungen zu erzielen, von denen etwa die Hälfte das Endergebnis beeinflussen wird.
Das Unternehmen hat sich zum Ziel gesetzt, das Verhältnis von Bruttoschulden zu bereinigtem EBITDA bis 2026 auf 2,5x zu senken. Hasbro hat bereits nicht zum Kerngeschäft gehörende Bereiche wie eOne Film und TV verlassen und 600 Millionen Dollar an Kostensenkungen erzielt, wobei der Fokus auf profitablen Bereichen wie digitalen Spielen und Partnerschaften in verschiedenen Unterhaltungskanälen liegt.
- Projected mid-single digit revenue growth through 2027
- Expected $1 billion in gross cost savings by 2027
- 50-100 basis points annual operating profit margin improvement
- Achieved $600M in cost reductions through business optimization
- Targeting 50% expansion in customer reach by 2027 (from 500M to 750M)
- Debt reduction target of 2.5x gross debt to adjusted EBITDA by 2026
- None.
Insights
Hasbro's 'Playing to Win' strategy marks a important transformation focusing on profitable growth and operational efficiency. The plan's financial targets - mid-single digit revenue growth and 50-100 basis points of annual margin improvement - appear conservative but achievable given the company's strong franchise portfolio and digital gaming opportunities.
The $1 billion cost savings program is particularly significant, with half expected to impact the bottom line. This indicates substantial operational restructuring beyond simple cost-cutting, potentially involving supply chain optimization and digital transformation. The target to reduce leverage to 2.5x gross debt/EBITDA by 2026 demonstrates a commitment to strengthening the balance sheet, which could provide flexibility for future strategic investments.
The strategy's focus on digital gaming and direct-to-consumer channels is well-timed, considering the industry's shift toward digital engagement. Hasbro's position as the largest digital games licensor provides a strong foundation for this expansion. The company's emphasis on aging up its brands and expanding into emerging markets addresses key growth opportunities while leveraging existing IP.
The new brand prioritization matrix introduces a more disciplined approach to resource allocation, with high-margin franchises like Magic: The Gathering and Play-Doh receiving increased investment. This strategic focus, combined with the divestment of non-core assets like eOne, suggests a more streamlined and profitable business model moving forward.
However, execution risks exist, particularly in the digital transformation and operational excellence initiatives. The success of the strategy will depend on Hasbro's ability to maintain traditional toy market share while accelerating digital growth and achieving ambitious cost savings targets.
Medium-Term Guidance (2025-2027)
Key Metric |
Measure |
Revenue (Constant Currency) |
Mid-Single Digit Growth CAGR |
Adjusted Operating Margin |
50bps to 100bps Average Expansion per year |
Cost Savings* |
|
Capital Allocation |
2.5x Gross Debt to Adjusted EBITDA by 2026 |
*Cost Savings are calculated using FY 2021 results as base year. |
The Company is not able to reconcile its forward-looking non-GAAP adjusted operating profit margin because the Company cannot predict with certainty the timing and amounts of discrete items such as charges associated with its cost-savings program, which could impact GAAP results. Constant currency is a non-GAAP financial measure. |
Chris Cocks, Hasbro’s CEO, said: “Play is a universal human need and a strong basis for a business that has the purpose to endure, as Hasbro has proved over the last 164 years. Playing to Win unlocks Hasbro’s strengths: a broad and deep brand portfolio rooted in play, an unmatched licensing business, and a profitable games business anchored by world-renowned franchises fans love like Magic: The Gathering, Monopoly, and Dungeons & Dragons. Our new strategy is grounded in the key insights which will drive Hasbro’s evolution into a modern play company: serving fans of all ages around the world at every price point, and meeting fans where they are playing, which is increasingly online.”
Gina Goetter, Hasbro’s CFO and COO, said: “Playing to Win focuses our teams on Hasbro’s core strengths while continuing to transform the organization and drive operational excellence. With this strategy, we expect to emerge as one of the most profitable toy and game companies globally, powered by a phenomenal set of diverse and multi-generational franchises.”
Playing to Win marks an important pivot for Hasbro: a return to growth. The strategy focuses Hasbro on what has always made the company great – Play and Partners. Play is the foundation for an incredible portfolio of brands, a library of thousands of marks spanning Hasbro's 164-year history across ages, geographies and play patterns. Through partners, Hasbro has scaled to become the third largest entertainment licensor on the planet and the biggest in digital games, by far the fastest growing entertainment category of the last decade.
A focus on Play and Partnership has allowed Hasbro to exit non-core businesses like eOne film and TV and take out
Playing to Win includes five strategic building blocks:
- Profitable Franchises: Asserting the fundamentals of profitable, play-focused brands.
- Aging Up: Increasing the play and collectible appeal for fans aged 13 and above across Hasbro's brands.
- Everyone Plays: Expanding reach in opportunity areas including girls and emerging markets.
- Digital & Direct: Building video games, services, and e-commerce capabilities.
- Partner Scaled: Driving profitable reach through outstanding retail and licensing partnerships.
Hasbro is introducing a new prioritization matrix to assess brands, markets and channels that will drive internal clarity and resource allocation. Growth Brands and channels with the highest growth and margin potential will receive higher incremental investment, including Magic and Play-Doh, emerging markets, and Hasbro’s self-published video game efforts. Opportunities with a lower growth or margin profile will see more targeted investments to grow share and optimize profitability.
Underlying these product and brand-focused strategies are a series of transformation initiatives to upgrade the company's operations, systems, and talent. These initiatives include systems modernization, supply chain excellence, design acceleration, and AI and digital advancement. To deliver the future of play, Hasbro will build on the culture of innovation and collaboration fostered over the past 164 years while creating a positive impact on the community and the environment.
About Hasbro
Hasbro is a leading games, IP and toy company whose mission is to create joy and community through the magic of play. With over 164 years of expertise, Hasbro delivers groundbreaking play experiences and reaches over 500 million kids, families and fans around the world, through physical and digital games, video games, toys, licensed consumer products, location-based entertainment, film, TV and more.
Through its franchise-first approach, Hasbro unlocks value from both new and legacy IP, including MAGIC: THE GATHERING, DUNGEONS & DRAGONS, MONOPOLY, HASBRO GAMES, NERF, TRANSFORMERS, PLAY-DOH and PEPPA PIG, as well as premier partner brands. Powered by its portfolio of thousands of iconic marks and a diversified network of partners and subsidiary studios, Hasbro brings fans together wherever they are, from tabletop to screen.
For more than a decade, Hasbro has been consistently recognized for its corporate citizenship, including being named one of the 100 Best Corporate Citizens by 3BL Media, a 2025 JUST Capital Industry Leader, one of the 50 Most Community-Minded Companies in the
© 2025 Hasbro, Inc. All Rights Reserved.
Forward Looking Statement Safe Harbor
Certain statements in this press release contain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. These statements, which may be identified by the use of forward-looking words or phrases, include statements relating to our business strategies and plans; expectations relating to products, gaming and entertainment; anticipated cost savings; and financial targets and guidance. Our actual actions or results may differ materially from those expected or anticipated in the forward-looking statements due to both known and unknown risks and uncertainties. Factors that might cause such a difference include, but are not limited to:
- our ability to successfully implement and execute on our business strategy;
- our ability to successfully compete in the play industry and further develop our digital gaming, licensing business and partnerships;
- our ability to transform our business and capabilities to address the changing global consumer landscape, including evolving demographics for our products and advancements in technology such as the use of artificial intelligence in the products and markets in which we operate;
- risks associated with the imposition or threat of tariffs, including reciprocal or retaliatory tariffs, in markets in which we operate which could increase our product costs and other costs of doing business, impact consumer spending, and lower our revenues and earnings;
- risks associated with international operations, such as: the imposition or threat of tariffs; conflict in territories in which we operate; currency conversion; currency fluctuations; quotas; shipping delays or difficulties; border adjustment taxes or other protectionist measures; and other challenges in the territories in which we operate;
- risks related to political, economic and public health conditions or regulatory changes in the markets in which we and our customers, partners, licensees, suppliers and manufacturers operate, such as inflation, rising interest rates, tariffs, higher commodity prices, labor strikes, labor costs or transportation costs, or outbreaks of illness or disease, the occurrence of which could create work slowdowns, delays or shortages in production or shipment of products, increases in costs, or losses and delays in revenue and earnings;
- uncertain and unpredictable global and regional economic conditions impacting one or more of the markets in which we sell products, which can negatively impact our customers and consumers, result in lower employment levels, consumer disposable income, retailer inventories and spending, including lower spending on purchases of our products;
- our ability to design, develop, manufacture, and ship products on a timely, cost-effective and profitable basis;
- the concentration of our customers, potentially increasing the negative impact to our business of difficulties experienced by any of our customers or changes in their purchasing or selling patterns;
- our dependence on third party relationships, including with third party partners, manufacturers, distributors, studios, content producers, licensors, licensees, and outsourcers, which creates reliance on others and loss of control;
-
risks relating to the concentration of manufacturing for many of our products in the People’s
Republic of China and our ability to successfully diversify sourcing of our products to reduce reliance on sources of supply inChina ; - the success of our key partner brands, including the ability to secure, maintain and extend agreements with our key partners or the risk of delays, increased costs or difficulties associated with any of our or our partners’ planned digital applications or media initiatives;
- our ability to attract and retain talented and diverse employees, particularly following recent workforce reductions;
- our ability to realize the benefits of cost-savings and efficiency and/or revenue and operating profit enhancing initiatives;
- risks relating to the impairment and/or write-offs of businesses, products and content we acquire and/or produce;
- the risk that acquisitions, dispositions and other investments we complete may not provide us with the benefits we expect, or the realization of such benefits may be significantly delayed;
- our ability to protect our assets and intellectual property, including as a result of infringement, theft, misappropriation, cyber-attacks or other acts compromising the integrity of our assets or intellectual property;
- fluctuations in our business due to seasonality;
- the risk of product recalls or product liability suits and costs associated with product safety regulations;
- changes in accounting treatment, tax laws or regulations, or the interpretation and application of such laws and regulations, which may cause us to alter reserves or make other changes which significantly impact our reported financial results;
- the impact of litigation or arbitration decisions or settlement actions;
- the bankruptcy or other lack of success of one or more of our significant retailers, licensees and other partners; and
-
other risks and uncertainties as may be detailed in our public announcements and
U.S. Securities and Exchange Commission (“SEC”) filings.
The statements contained herein are based on our current beliefs and expectations. We undertake no obligation to make any revisions to the forward-looking statements contained in this press release or to update them to reflect events or circumstances occurring after the date of this press release.
HAS-C
HAS-IR
View source version on businesswire.com: https://www.businesswire.com/news/home/20250219278631/en/
Investors: Kern Kapoor | Hasbro, Inc. | hasbro_investor_relations@hasbro.com
Media: Roberta Thomson | Hasbro, Inc. | communications@hasbro.com
Source: Hasbro, Inc.
FAQ
What are the key targets in Hasbro's (HAS) 'Playing to Win' strategy through 2027?
How much cost savings does Hasbro (HAS) expect to achieve by 2027?
What is Hasbro's (HAS) debt reduction target for 2026?
What are the five strategic building blocks in Hasbro's (HAS) new strategy?
How much has Hasbro (HAS) already saved through business optimization?
