# Mondelez International, Inc. > Clarifo company profile — qualitative business description generated from > the company's filings. Financial statements, charts and ratios are > available on Clarifo (https://www.clarifo.com/en/companies/Mondelez International, Inc.). ## Overview Mondelez International makes and markets branded snack foods, with a portfolio centered on biscuits and baked snacks, chocolate, gum and candy, and selected beverages and grocery items. The company sells through global retail and digital channels in more than 150 countries, using a region-based operating model to manage local tastes, distribution, and pricing. ## Products & services • Biscuits & baked snacks: cookies, crackers, snack bars, cakes • Chocolate brands sold across global and local markets • Gum & candy for confectionery and impulse occasions • Beverages, mainly powdered and locally relevant drinks • Cheese & grocery products in selected markets • Direct-to-consumer and digital commerce sales channels - **Biscuits & Baked Snacks** (45%) — Cookies, crackers, salted snacks, snack bars, cakes and pastries. - **Chocolate** (30%) — Chocolate tablets, bars and other confectionery products sold globally. - **Gum & Candy** (10%) — Chewing gum and candy products sold through retail and convenience channels. - **Beverages** (5%) — Powdered and other beverage products sold in selected markets. - **Cheese & Grocery** (10%) — Locally relevant grocery and cheese products in certain markets. - Biscuits & baked snacks: cookies, crackers, snack bars, cakes - Chocolate brands sold across global and local markets - Gum & candy for confectionery and impulse occasions - Beverages, mainly powdered and locally relevant drinks - Cheese & grocery products in selected markets - Direct-to-consumer and digital commerce sales channels ## Customers Mondelez sells primarily to large retail and wholesale channels, including supermarket chains, wholesalers, supercenters, club stores, mass merchandisers and convenience outlets. It also reaches consumers and business customers through e-retail platforms, retailer digital channels and direct-to-consumer websites, which matters as online grocery and snack purchasing grows. - **Large retail chains** (primary) — Supermarkets, discounters, supercenters and club stores buy branded snacks for scale, shelf traffic and promotional support. - **Wholesalers and distributors** (primary) — These intermediaries buy Mondelez products for onward distribution into smaller retail outlets and regional markets. - **Convenience and impulse channels** (secondary) — Convenience stores, gasoline stations and drug stores buy smaller pack formats for impulse purchases. - **Digital commerce and e-retail** (secondary) — Pure-play e-tailers, omni-channel retailers and direct-to-consumer channels buy for online snack and grocery demand. - **Food service and other retail outlets** (secondary) — Other retail food outlets buy selected products for local consumption occasions and channel-specific assortments. - Supermarket chains buy for broad household snack demand and shelf traffic - Wholesalers and distributors buy for resale into fragmented retail networks - Convenience and gasoline channels buy for impulse and on-the-go snacking - Club stores and mass merchandisers buy for value packs and high-volume turns - Digital commerce partners buy for online grocery and direct delivery growth - No single customer represented 10% or more of 2025 net revenue ## Geography Mondelez sells in over 150 countries and operates in about 80, with 145 principal manufacturing and processing facilities across 49 countries. The company is heavily international: 75.8% of 2025 net revenue came from outside the United States, so foreign exchange, trade policy and local consumer trends are central to performance. - **North America** (24.2%) — Derived from 2025 non-U.S. revenue disclosure; region is the residual U.S.-based share. - **International markets** (75.8%) — Net revenues generated outside the United States in 2025. - Sales span over 150 countries, giving broad exposure to global snack demand - Operations in about 80 countries support local manufacturing and distribution - 145 principal manufacturing and processing facilities across 49 countries - 75.8% of 2025 net revenue came from outside the United States - Regional model covers Latin America, AMEA, Europe and North America ## Strategy Mondelez is focused on being the global leader in snacking by growing its core biscuit and chocolate franchises while expanding adjacent categories and local-market offerings. Management is also emphasizing operational excellence, a stronger growth culture, digital commerce and sustainable snacking, supported by a multi-year ERP and supply-chain transformation. - **Accelerating consumer-centric growth** (short-term) — The company depends on strong brand demand, pricing power and local relevance in snacks. - **Driving operational excellence** (medium-term) — Manufacturing and supply-chain efficiency are critical in a low-margin, high-volume food business. - **Scaling sustainable snacking** (long-term) — Sustainability supports brand equity, regulatory readiness and long-term license to operate. - Accelerate consumer-centric growth across core snack categories - Drive operational excellence through manufacturing and supply-chain upgrades - Scale digital commerce and direct-to-consumer capabilities - Build a winning growth culture and talent base - Expand sustainable snacking and long-term ESG commitments - Integrate Evirth and other portfolio moves into local growth plans ## Risks The business is exposed to volatile cocoa and other commodity costs, supply-chain disruption, and pricing pressure from powerful retail customers that can demand lower prices or more promotions. Because Mondelez operates globally, it also faces foreign exchange, tariff, geopolitical and cybersecurity risks, while goodwill and intangible assets remain exposed to impairment if growth or integration underperforms. - **Commodity and input cost volatility** [high] — Cocoa and other ingredients are major inputs, and price spikes can outpace pricing actions. - **Retail customer consolidation and pricing pressure** [high] — Fewer, larger customers can demand lower prices, more promotions or longer payment terms. - **Global supply-chain disruption** [high] — The company relies on an interdependent network of suppliers, plants and distributors. - **Foreign exchange and trade/tariff uncertainty** [medium] — Most revenue is outside the U.S., so currency moves and trade barriers affect results. - **Cybersecurity and privacy incidents** [medium] — Digital commerce and third-party technology increase the attack surface and data exposure. - Cocoa and other input costs can swing margins and pricing needs - Retail consolidation can pressure shelf space, pricing and payment terms - Global supply chains are vulnerable to logistics, labor and weather shocks - FX, tariffs and geopolitics can distort reported growth and cash flows - Cybersecurity and privacy breaches could disrupt operations and data handling - Goodwill and intangibles may be impaired if acquired businesses underperform ## Accounting Investors should watch seasonality, because fourth-quarter demand rises around holidays and Easter timing can shift revenue between quarters. The company also relies on significant estimates for goodwill and indefinite-life intangible impairment, while acquisitions, divestitures, currency effects and ERP transformation costs can create large non-GAAP adjustments and comparability noise. - **Seasonality and holiday timing** — Quarterly comparability - **Goodwill and indefinite-life intangible impairment** — Earnings and balance sheet carrying values - **Organic net revenue adjustments** — Reported growth versus underlying business performance - **ERP System Implementation costs** — Operating expenses, capex and cash flow - Holiday seasonality can shift revenue into the fourth quarter - Easter timing can move sales between first and second quarter - Goodwill and indefinite-life intangibles require annual impairment testing - Acquisition and divestiture accounting affects comparability and organic growth - ERP transformation costs may be capitalized or expensed over several years - Currency-related items and hedging can distort reported versus organic growth --- *Last updated: 2026-08-11T04:03:56.228997+00:00*