Three wedges. One order of operations.
Each wedge plotted against time to first revenue and long-term TAM. Bubble size is political risk. Colour marks the role: warm = Wedge 1, the strategic anchor. Cobalt = Wedge 2, the cash engine. Grey = Wedge 3, the compound bet.
Source: Report 2, Three Wedges (Adopt/Develop/Nix), 2026-04-13
Easy-Bake pays for everything else. Hasbro owns the brand outright. The celebrity-chef-and-creator moment is built for it. Kevin sizes the relaunch at $200–300M in 6–8 months. Fastest yes in the deck.
India turns a tariff move into a market. Hasbro already manufactures there and sells almost nothing. A cricket sponsorship plus an education line closes the gap between factory and shelf. Biggest TAM, longest runway, one back-channel check on whether cricket talks are already in flight.
Real Kids in Real Life is the category, not a product. Kevin’s “giant white space.” It holds the other two: Easy-Bake is a Real-Kids product, the India line is a Real-Kids product. This is the wedge that moves Hasbro from vendor to category architect.