The Hershey Co’s leadership outlined a long-term and far-reaching growth strategy at its annual Investor Day on Tuesday, addressing headwinds such as volatile commodity markets, surging GLP-1 use and evolving consumer snacking habits.
Hershey President and CEO Kirk Tanner assured investors that the snacks and candy company, which owns a broad range of well-known brands such as Reese’s, Jolly Rancher, Kit Kat and Skinny Pop, is “emerging stronger than ever” following unprecedented volatility in the cocoa market.
The company invested in core brands with innovative line extensions such as Reese’s Oreo Milk Chocolate & White Creme Peanut Butter Cups in 2025.
The company also hedged against headwinds through development of a permissible snacking portfolio, investment in technology and infrastructure and transforming its cost structure.
“These four key investments allow us to move faster and further coming out of unprecedented inflation,” he said.
Hershey’s growth against headwinds
Speaking at the New York Stock Exchange, Tanner highlighted the strength of the company’s moves into nutrition, functional and permissible snacking, calling the three strategies “terrific growth areas.”
Hershey also is growing its international footprint through expansion into Canada, Mexico and Brazil, he said.
“Our focus is going to be delivering growth in those markets and focusing on markets that have scale categories and profit potential – markets like Europe and the UK, where we have a right to win,” he said, adding that The Hershey Co has built an international business worth more than $300 million with the Reese’s brand in recent years.
The company is chasing consumer demand in health and wellness and evolving to meet the needs of GLP-1 users. Tanner said premiumization, better-for-you products and a strong omnichannel presence remain top areas of innovation for the company.
“We are focused on where the consumers are moving and changing, especially with the Gen Z consumer,” he said.
The Hershey Co also is growing its salty snacks business as a diversification hedge in its broad portfolio of brands.
In February, the growing list of brands and SKUs was brought under the umbrella of One Hershey, Tanner explained.
“By combining our iconic sweet brands with the momentum of our salty snacks and the appeal of our protein portfolio, we deliver richer consumer experiences, more strategic partnerships for customers and greater category leadership,” he said in the announcement.
Tanner laid out The Hershey Co’s financial roadmap for the next few years, with the goal of restoring profitability in 2026 and 2027, delivering organic net revenue at 2% to 4% and double-digit growth in earnings per share.
“In 2028, it’s more of a balanced revenue growth algorithm focused on unit growth, occasion growth, volume growth, all in balance with revenue, delivering organic revenue at 2% to 4% and EPS at 6% to 8%, all while delivering top-tier shareholder returns,” Tanner said.
Hershey’s portfolio of the future
Even amid multiple headwinds, snacking products have been a “remarkably consistent growth category” for The Hershey Co, with returns of 2% to 3%, according to Stacy Taffet, chief growth and marketing officer.
“As we look ahead, we expect snacking to re-accelerate through economic stabilization, Gen Z purchasing power and the scaling of new on-trend categories,” Taffet said. “Hershey’s snacking portfolio across sweet, salty and protein categories allows us to participate in nearly a quarter of total US snacking today.”
The company’s understanding of consumer needs has enabled Hershey to scale outside of its core chocolate business with products like Skinny Pop popcorn and Dot’s Homestyle Pretzels, Taffet said.
The Hershey Co is targeting consumers through special occasions, like holidays and sporting events, and launching more premium products across its CPG categories, she said.
“The brands that are winning offer a combination of indulgence, quality, better-for-you credentials and elevated packaging,” she said. “Our pipeline is focused on bringing new benefits to the segment, democratizing luxury with accessible brands and price points, creating expressive, social-first indulgent experiences that resonate with Gen Z and expanding our permissible portfolio.”
