Hasbro Presentation Final Vers 572o1j
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Hasbro Interactive
Presented by: Emmanuel Ofobeze
24th May 2011
Supervisor: Prof. Dr. Claire Purvis Controllership and Decision-making Systems University of Applied Sciences Fulda
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro’s MCS Hasbro Interactive’s Problems Recommendations
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Company’s History & Profile Hasbro: American producer of toys in Rhode Island since 1923 Hasbro Interactive as wholly-owned subsidiary (1995) supplied video games short product life cycles → strict dead lines to develop new products
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
The Strategies of Hasbro Interactive 1) Product Safety Concerns to toys of parent company Hasbro “Nothing is more important than the safety and well-being of the children who enjoy our products.” CEO Brian Goldner, company homepage Tests and investigations to protect children
The Strategies of Hasbro Interactive 2) Marketing Strategies Strict regulations concerning permitted time of advertising in children's TV Cartoon series produced to merchandise toys and games long-term business strategy: constant reinventing and reviving of the brand portfolio
The Strategies of Hasbro Interactive 3) Acquisition/Investing Strategies Takeover of competitors and licences Examples: Milton Bradley (1984), Tiger Electronics (1998), Atari's licences (1998) Result: expansion and enlarging of market shares in toys as well as video game sector
The Strategies of Hasbro Interactive 4) Social Engagement “responsibility to the people that develop, manufacture and sell our products, the children and families that use our products, and the communities and environment” CEO Brian Goldner, company homepage
Example: name for the Hasbro Children's Hospital in Providence
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Analysis of Hasbro Interactive’s Management Control Systems Hasbro Interactives‘s MCS
Result 1 Control
Result Control: performance target of reaching a total revenue of $ 200 million by the end of 1998 and $ 1 billion in the next 3 years + Bonuses Action Control
Action ability: Mr. Baum held meetings Action 2 Control
on monthly basis with the head of business units to define and communicate to them which actions are acceptable or unacceptable
Preaction Preview: all business units were made Tight Action 3 Control
to report standard metrics known as “value drives” Tight Action Control: tighter supervision of Hasbro Interactive by Mr. Baum by hiring Charlie McCarty, a past colleague, to serve as Mr. Dusenberry’s COO & Jackie Daya to monitor the financial systems
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Hasbro Interactive’s Problems Problems of Hasbro Interactive
Pressures from Wall street &1corporate offices of Hasbro Inc.
Which risks are acceptable in2reaching the $1 billion target
Operating with ambition, but 3without a multiyear plan
Inefficient tight action control4
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Recommendations Recommendations
Careful Selection of Managers: efficient and careful selection of management of Hasbro Interactive. Mr Dussenberry & another 1 manager with expeience in finance & strategic planing.
Autonomy in Decision making: have autonomy in setting of the standards & the result control because they understand the growth 2 pace and the dynamics of the interactive industry better than its corporate executives.
Budget Slack: there was clear information asymmetry between the Hasbro Interactive 3 was plausible. and its management on which revenue target
Conclusions As conclusion: the benefit of having an independent management outweigh its cost.
Corporations should grant the managers of its subsidiaries great autonomy in discharging its managerial duties in order to promote flexibility & creativity
Thank you for your attention! I welcome your questions, suggestions, & comments!
Presented by: Emmanuel Ofobeze
24th May 2011
Supervisor: Prof. Dr. Claire Purvis Controllership and Decision-making Systems University of Applied Sciences Fulda
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro’s MCS Hasbro Interactive’s Problems Recommendations
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Company’s History & Profile Hasbro: American producer of toys in Rhode Island since 1923 Hasbro Interactive as wholly-owned subsidiary (1995) supplied video games short product life cycles → strict dead lines to develop new products
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
The Strategies of Hasbro Interactive 1) Product Safety Concerns to toys of parent company Hasbro “Nothing is more important than the safety and well-being of the children who enjoy our products.” CEO Brian Goldner, company homepage Tests and investigations to protect children
The Strategies of Hasbro Interactive 2) Marketing Strategies Strict regulations concerning permitted time of advertising in children's TV Cartoon series produced to merchandise toys and games long-term business strategy: constant reinventing and reviving of the brand portfolio
The Strategies of Hasbro Interactive 3) Acquisition/Investing Strategies Takeover of competitors and licences Examples: Milton Bradley (1984), Tiger Electronics (1998), Atari's licences (1998) Result: expansion and enlarging of market shares in toys as well as video game sector
The Strategies of Hasbro Interactive 4) Social Engagement “responsibility to the people that develop, manufacture and sell our products, the children and families that use our products, and the communities and environment” CEO Brian Goldner, company homepage
Example: name for the Hasbro Children's Hospital in Providence
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Analysis of Hasbro Interactive’s Management Control Systems Hasbro Interactives‘s MCS
Result 1 Control
Result Control: performance target of reaching a total revenue of $ 200 million by the end of 1998 and $ 1 billion in the next 3 years + Bonuses Action Control
Action ability: Mr. Baum held meetings Action 2 Control
on monthly basis with the head of business units to define and communicate to them which actions are acceptable or unacceptable
Preaction Preview: all business units were made Tight Action 3 Control
to report standard metrics known as “value drives” Tight Action Control: tighter supervision of Hasbro Interactive by Mr. Baum by hiring Charlie McCarty, a past colleague, to serve as Mr. Dusenberry’s COO & Jackie Daya to monitor the financial systems
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Hasbro Interactive’s Problems Problems of Hasbro Interactive
Pressures from Wall street &1corporate offices of Hasbro Inc.
Which risks are acceptable in2reaching the $1 billion target
Operating with ambition, but 3without a multiyear plan
Inefficient tight action control4
AGENDA Company’s History & Profile The Strategies of Hasbro Interactive Analysis of Hasbro Interactive’s MCS Hasbro Interactive’s Problems Recommendations
Recommendations Recommendations
Careful Selection of Managers: efficient and careful selection of management of Hasbro Interactive. Mr Dussenberry & another 1 manager with expeience in finance & strategic planing.
Autonomy in Decision making: have autonomy in setting of the standards & the result control because they understand the growth 2 pace and the dynamics of the interactive industry better than its corporate executives.
Budget Slack: there was clear information asymmetry between the Hasbro Interactive 3 was plausible. and its management on which revenue target
Conclusions As conclusion: the benefit of having an independent management outweigh its cost.
Corporations should grant the managers of its subsidiaries great autonomy in discharging its managerial duties in order to promote flexibility & creativity
Thank you for your attention! I welcome your questions, suggestions, & comments!
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