Hasbro 2011 Annual Report Download - page 19

(6) Mr. Frascotti joined the Company in January 2008. Prior thereto he was employed by Reebok International,
Ltd., serving as Senior Vice President, New Business, Acquisitions and Licensing from 2002 to 2005, and as
Senior Vice President, Sports Division from 2005 to 2008.
Availability of Information
Our internet address is http://www.hasbro.com. We make our annual report on Form 10-K, quarterly reports
on Form 10-Q, current reports on Form 8-K, and amendments to those reports filed or furnished pursuant to
Section 13(a) or 15(d) of the Securities Exchange Act of 1934, available free of charge on or through our website
as soon as reasonably practicable after we electronically file such material with, or furnish it to, the Securities
and Exchange Commission.
Item 1A. Risk Factors.
Forward-Looking Information and Risk Factors That May Affect Future Results
From time to time, including in this Annual Report on Form 10-K and in our annual report to shareholders,
we publish “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of
1995. These “forward-looking statements” may relate to such matters as our anticipated financial performance or
business prospects in future periods, expected technological and product developments, the expected content of
and timing for new product introductions or our expectations concerning the future acceptance of products by
customers, the content and timing of planned entertainment releases including motion pictures and television;
and marketing and promotional efforts, research and development activities, liquidity, and similar matters.
Forward-looking statements are inherently subject to risks and uncertainties. The Private Securities Litigation
Reform Act of 1995 provides a safe harbor for forward-looking statements. These statements may be identified
by the use of forward-looking words or phrases such as “anticipate,” “believe,” “could,” “expect,” “intend,”
“looking forward,” “may,” “planned,” “potential,” “should,” “will” and “would” or any variations of words with
similar meanings. We note that a variety of factors could cause our actual results and experience to differ
materially from the anticipated results or other expectations expressed or anticipated in our forward-looking
statements. The factors listed below are illustrative and other risks and uncertainties may arise as are or may be
detailed from time to time in our public announcements and our filings with the Securities and Exchange
Commission, such as on Forms 8-K, 10-Q and 10-K. We undertake no obligation to make any revisions to the
forward-looking statements contained in this Annual Report on Form 10-K or in our annual report to
shareholders to reflect events or circumstances occurring after the date of the filing of this report. Unless
otherwise specifically indicated, all dollar or share amounts herein are expressed in thousands of dollars or
shares, except for per share amounts.
The volatility of changing consumer interests makes it difficult to design and develop products which will be
popular with children and families.
The children’s and family entertainment business is one in which consumer interests evolve extremely
quickly and can change dramatically from year to year. To be successful requires properly anticipating what
content, properties and products will capture children’s and families’ interests and imagination, and then quickly
developing and marketing products to meet those interests. Critical to this process is understanding market
insights that drive product popularity and providing innovative product offerings which can compete successfully
against many other products for consumers’ limited time, attention and spending.
Our performance depends on our successful ability to develop, market and sell innovative toys, games and
other entertainment offerings, and license our brands for products which are sought after by consumers, including
both children and their parents. We need to do this in an environment of rapidly evolving consumer tastes and
increasing utilization of technology and digital media in product offerings. Consumer preferences with respect to
family entertainment are continuously changing and are difficult to anticipate. We may not successfully identify,
design and market product offerings which are sought after by consumers. Evolving consumer tastes, coupled
with an ever changing pipeline of entertainment and consumer properties and products which compete for
10