Instead of chasing a new audience, a kids' brand was advised to add features for the parents who are already customers. This "Pixar" model—having content for adults—leverages the existing customer base for word-of-mouth growth into the new segment.

Hasbro uses a three-tier system to allocate resources. "Grow" brands get top priority for capital and talent. "Optimize" brands are steady performers. "Reinvent" brands are in a downcycle and receive mostly conceptual, not go-to-market, support.

Hasbro uses its "GEM Squared" framework (Gamified, Entertainment driven, Multipurpose, Multipurchase, Multigenerational) to guide all strategic and investment decisions, replacing vague concepts like "kidults" with actionable criteria.

A cultural shift is turning collectibles like Pokémon cards and sports memorabilia into a legitimate art-like asset class. For younger generations, owning a rare Charizard card holds the same investment and cultural weight as a traditional art piece did for previous generations.

Hasbro liberally licenses IP in markets like China and treats its partners' work as market research. Successful local innovations, like a $400M My Little Pony trading card business, then inform Hasbro's global product strategy.

Collectibles are on the verge of becoming a major cultural pillar on par with music, sports, or fashion. Social media fuels this by enabling sharing and community-building, turning personal collections into a form of expression and an alternative investment class.

Hasbro is driving record profits by updating its 30- and 50-year-old games like Magic: The Gathering. They launch new editions featuring popular, modern IP like Marvel and Final Fantasy, breathing new life and attracting new audiences to established franchises without the risk of creating new blockbusters from scratch.

Hasbro uses its high-margin digital licensing business (e.g., Monopoly Go) to fund its more speculative, capital-intensive efforts to build in-house AAA game studios. This provides a long runway and de-risks individual game failures.

With fewer babies being born in China, Pampers launched high-margin "Pampers Prestige" silk-lined diapers. This strategy aims to increase revenue per customer to compensate for a declining total addressable market, effectively squeezing more profit from each sale in a shrinking demographic.