As the CMO of Mondelez International, Martin Renaud takes the title of “snacking” to a whole new level by putting consumer centricity at the forefront of their business.
During his recent appearance on CMO Moves, Martin shared how he challenges his team to leverage their North star of the greater marketing strategy.
In your recent State of Snacking report, you were able to really tune in to the consumer and understand what the role of Mondelez was in this really challenging time. Do you want to talk about that?
Mondelez is a snacking leader. We have amazing brands across the world, like Oreo, Cadbury, Sour Patch Kids and so many more. We have a strategy to grow our participation in business in snacking. To do that, understanding the consumer is at the center of what we do. We are obsessed by consumer centricity. And that’s what this title of snacking is about–to understand the consumer behaviors, how do they interact with our products, etc. We do that now every year and we have extremely interesting results.
You operate in so many countries and you think about your mission and your purpose in creating this opportunity for connectivity, for consumers and the antidote for loneliness connected to your purpose there. How do you as CMO look across the globe and think about how that translates to each of your teams and into how does it serve as a filter for your action?
I try to give the teams across the world a global framework and challenge them to go to the next level, to do even better marketing each time. But at the end of the day, I am very convinced that the execution needs to be local.
What we are really trying to do is to engage the teams locally to make the right choices. What are the brands they should prioritize locally? Once they have done such choices there is great marketing they can do behind those brands. And within great marketing, definitively understanding the purpose of those brands is the North star of the strategy and how they leverage it to really connect with the consumer in a powerful way.
Many of our brands have strong purpose. Some examples: Oreo, recently, is all about a simple cookie you can play with, which is really a way to connect between people. We have also done amazing things with chocolate brands, like Cadbury, and bringing our purpose of generosity to life and fighting against loneliness. We are blessed with brands that have strong purpose and we really put our creativity on a daily basis to bring it to life.
How do you think about skills across your team? Do you have a global training center? Do you expect everybody to have the same level of skills? How do you make sure that everybody on your team is powered up?
Lots of training for teams. For me, it’s extremely important to have a common vocabulary to go towards excellence. My motto is “let’s go from good to great.” And we need to work around that with the teams and we need to speak the same language. So we invest a lot in training our teams in one way of doing marketing at Mondelez.
But the work needs to be done locally by the teams now. So for uncertain global brands, we create a global framework which is then the frame to be adapted locally and really [to] make sure we connect with the local consumers on other brands which we call our “local jewel.” It’s really all the work done locally. And it’s a playbook that we are constantly evolving now for it’s important to be constantly fine tuning it, improving it, getting to the next level. It’s a continuous improvement.