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CMO interview: Balancing

brand nostalgia with category
innovation at Mondelez (/cmo50/)

Director of marketing for the snacking giant's chocolate

portfolio including Cadbury's shares the media test-and-
learn, innovative thinking and brand strategy lying at the
heart of its growth strategy
NADIA CAMERON (/AUTHOR/1308023504/NADIA-CAMERON/ARTICLES) (CMO) (/section/customer_experience_managem
11 DECEMBER, 2018 07:15

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(/article/print/650639/cmo-
interview-balancing-brand-
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Paul Chat eld

Category innovation and progressive thinking lie at the heart of the Mondelez
International business model, its director of marketing for chocolate, Paul Chat eld,
says. But at a time when consumers seek emotional brand connections more than
ever, no brand can a ord to abandon its heritage or roots.

Which is why this experienced FMCG marketer was so keen on a global brand
platform launch in March that brought back Cadbury’s iconic tagline, ‘there’s a glass
and a half in everyone’. It’s a signi cant move away from the ‘free the joy’
communications from Cadbury over recent years but a closer step towards the
consumer, he says.

“That shift takes us back to the beating heart of the Cadbury brand and when it’s
been at its best for the last 100 years in A/NZ, which is a strong position in families, in
sharing, in human connection and generosity, all anchored in our Dairy Milk /
Insights: Chat
product,” Digitaleld
Marketing (/section/digital_marketing/)
tells CMO Leadership
. “‘Glass and a half’ is one (/section/leadership/)
of our most iconic brand
Customer Experience (/section/customer_experience_management/) Events (/event/) Magazine (/digital_edition/all/)
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Tweets by @CMOAustralia
bene ts historically.

CMOAustralia
“What motivated us to go back to our roots is communicating with the consumer
@CMOAustralia
base in a way that truly resonates with them. We’re returning to where our brand
Sven Lindell makes the transition back to
was at its absolute strongest. More than ever, connectivity and being the river of
chief marketing officer (CMO), this time for
shared moments has been a key standout for our Cadbury brand. It’s a logical and
Winning Group.
necessary step to go into that place.” cmo.com.au/article/669054…

Demonstrating legitimacy and credibility is arguably even more important at a time

where consumers are experiencing lots of change. “There are lots of new brands out Lindell jumps back int…
there that don’t have the heritage or stand for a lot either,” Chat eld says. After nearly 18 months …
cmo.com.au
“When you have such iconic brands with levels of trust, connection, love and equity,
building on where you have been and how Australians and Kiwis see you can only be
8h
of bene t. It’s strengthening in a world where there is increasing concern and a
questioning of who I can trust.”
CMOAustralia
@CMOAustralia

Lindell jumps back into CMO role - CMO

Australia cmo.com.au/article/669054…
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This desire to be closer to consumers saw Mondelez evolve its organisational your innovation
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Milka, Lacta, Toblerone and Cote D’Or. The promotion came six years into his
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Being closer to consumers isn’t just being re ected in the communications strategy.
Mondelez is also rethinking the way its product portfolio is put together and how
each snacking product relates to a consumer need at any given moment in time.
(/whitepaper/374165/state-
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“Today we’re strong as category innovators, and tomorrow you’ll see a continuation and leadership skills in ...

and strengthening of that, as well as see us take a broader position on snacking,”

Trusting marketing with
Chat eld says. “Organisationally, we’re moving from strict category approach to a
data
more joined up, holistic snacking business. It’s about how we address the current
and emerging snacking needs of consumers globally.”

Work is supported by major investments into snacking occasion research. As a (/whitepaper/374204/trusting-

marketing team, the strategy then becomes about understanding where new and marketing-
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Another example from Chat eld of how Mondelez is becoming more customer-
centric is building stronger environmental conscience into the product range. One
example is Cocoa Life, a $500 million sustainability program working directly with
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cocoa farmers and a series of partners, such as Fair Trade, to have a direct impact on
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