Corporate level strategy
When we talk about the corporate level strategy of Mondelez we cannot miss the separation and rebranding of the company from the Kraft group. There are not many events of such significance in the corporate world. This separation shows the determination of Mondelez to focus itself on the business of snacks and beverages.
The strategic acquisition of Cadbury, a British confectionery company that is the second largest in the world after Mars, Inc, which happened in 2010 has also been fruitful with cost and revenue synergies close to 1 billion dollars each per year.
We can conclude that Mondelez creates value and profits through both related and unrelated diversification. Helping coffee farmers and cocoa farmers, restructuring the company and leveraging their core competencies - scale, scope, iconic brands and now developing innovation platforms.
This multi-diversification strategy is not surprising considering that Mondelez is one of the biggest international food companies. In order to sustain and increase their organic and non-organic growth they have to be able to tap in every possible source of innovation and sustainability.
BCG Portfolio matrix
The approach developed by the Boston Consulting Group in determining the portfolio management strategy. According to the model a company’s strategic business units are positioned in a matrix according to their profitability and market share in the respective industry.
There are four types of SBUs in this model - Starts, Question Marks, Cash Cows and Dogs. Each company tries to have Stars, as they provide the best growth rate and market share, but sometimes they forget that the next big thing can and probably will emerge from the dog group, where the cost of innovation is cheaper.
If we look at the graph below we see the SBUs of Mondelez International and their market share. The Biscuits and Chocolate categories have each grown 6 percent annually since 2009. Gum and Candy grew 5 percent, while Coffee and Powdered Beverages were up 10 percent and 7 percent, respectively. Source.
(source of the image)
All of the brands that Mondelez has, with the exception of Coffee, which is expected to grow with 10 to 12 percent, can be considered Cash Cows. The CEO of Mondelez has stated several times that those SBUs will remain the strategic focus of the company thus a sudden interest and development in other product categories is not to be expected. In the long run this focus will probably be harmful and in my opinion Mondelez should focus more on innovation of new market segments.