Hasbro Interactive

In: Business and Management

Submitted By chamamail
Words 635
Pages 3


Diego Hidalgo
Ottawa University
Planning and Budgeting
Dr. Kayong Holston
Hasbro Interactive case
February 8th, 2016



In 1995, chief executive of toy and game company Hasbro, Alan Hassenfeld, decided to take a risk on interactive games. During this time, it was believed that interactive games had a brilliant future given the improving multimedia capabilities of a personal computer. Soon after,
Tom Dusenberry was charged with building the new division for Hasbro, to be named Hasbro
Interactive (Anthony, 2007). This essay analyzes the evolution of Hasbro Interactive, its strategy compared to the traditional businesses, and its success as a division of the company.
Hasbro Interactive Case
During the developing stages of Hasbro Interactive, many outside experts (software developers) were consulted and hired in order to meet this division's specific demands. Under
Dusenberry, Hasbro Interactive saw early revenues generated; these early revenues allowed for early growth and success. After a successful start, the division started acquiring firms that specialized in software development. Therefore, Hasbro Interactive needed to earn revenue from more sales. After the division failed to meet the high target sales, and its departments became over budgeted, it began to lose money. Besides acquiring the software firms, the early revenues were used to give large bonuses to Hasbro Interactive employees. With the acquisition of multiple firms, the division struggled to keep control of its organizational structure, and soon, Mr. Hassenfeld was forced to make some changes (Anthony, 2007).
In 1999, Alan Hassenfeld began by making management changes by hiring Herb Baum,…...

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