Insights from Brand Builders – Martin Renaud, Exec VP, Global CMO and Sales Officer, Mondelēz
As part of the 2023 launch of the world's most valuable brands, watch this interview with Martin Guerrieria, Head of BrandZ with ...
Executive VP and Chief Marketing & Sales Officer, Mondelez
Search every verified Martin Renaud interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Martin Renaud, Executive Vice President and Chief Marketing & Sales Officer at Mondelez International, has discussed the company's approach to brand management, digital transformation, and sustainability. He stated that Mondelez balances global brands, which account for 50-55% of its business, with local brands. Renaud noted that the company has been navigating inflation by adjusting pricing while continuing to invest in its brands. He described the company's sustainability efforts, including programs focused on cocoa and wheat sourcing and a goal of being CO2 neutral by 2030, and said that sustainability was added as a fourth pillar of the company's strategy. Renaud has emphasized the importance of digital transformation in marketing, stating that the majority of the company's media investments are in digital channels and that it is working on personalization and first-party data. He highlighted creative campaigns for brands such as Cadbury, Milka, and Oreo, and said the company measures creative effectiveness through pre- and post-testing. Renaud also discussed the company's purpose of "snacking made right" and said that Mondelez increased its marketing investment in 2020, which he credited with helping the company gain market share.
“Brands for us, being an FMCG, is really all and it really is a way for us to connect with our consumers. It's telling our consumers what our products are, building emotional connection, and ultimately enabling us sometimes to have some premium price to valorize all what we do a bit more.”
“80% of our products at Mondelez International are superior to their main competitor, which is a very good achievement.”
“The main headwind recently has been inflation, so the cost of goods, everything has been increasing in terms of price. We had to take some action also in terms of pricing, which is putting more pressure on our demand, but we are working hard through all levels to help continue to grow the company.”
“We maintain the right price point, the right format depending on the channels, and offer more options to our consumers in this particular moment of time, obviously continuing to invest behind our brands to make sure they are still top of mind and really loved by our consumers.”
“We have an amazing portfolio of brands balanced between global brands, which are around 50-55% of our business, and local jewels, about 60 brands which are more local playing in one or two countries. Finding the right balance between global and local in portfolio management is important.”
“What changes is how you activate the global brand positioning locally, making sure you understand local consumers and insights to drive the right programs and activations that ignite connections with consumers.”
“Sustainability has been at the heart of the company since its foundation more than 10 years ago. Last year, we added sustainability as the fourth pillar of our strategy, acknowledging its importance for consumers, employees, customers, and society overall.”
“We have two big sustainability strategies: leading the way on our key ingredients like cocoa and wheat with proprietary programs, and contributing to climate change efforts by aiming to be CO2 neutral by 2030, including pushing for 100% recyclable packaging.”
“We are trying to connect our sustainability programs to brand positioning and activate them in ways that make our programs known and also drive growth, because sustainability is very important for consumers and not only a cost to play.”
“Consumers differ in their interest in sustainability, so we make information available for those who care and use targeted digital communications to ensure it lands with the consumers for whom it is most important.”
“The world is getting incredibly complex and the marketers need to manage as we say the end no so we need to manage a short term the price inflation but at the same time keeping an eye on the long term and keeping the Ambitions at the right level.”
“We need to integrate profit obviously as in our objective but at the same time manage the sustainability, diversity and inclusion, data, creativity.”
“We have had an incredible creative journey with Cadbury and we are really constantly improving our advertising around this idea of generosity with very strong work in India, Australia, and the UK.”
“Milka, another very strong chocolate brand, has been stepping out a lot with a big activation called Tender Words in Europe, which we are very proud about.”
“Oreo is constantly growing and finding its creative space in this connection between people through playing, which is a very interesting territory.”
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