
Last 4 earnings calls · through Q2 FY2026
Cheaper cocoa lets a squeezed chocolate business fund heavier brand spending out of recovering margins instead of cutting costs or raising prices further.
Growth in emerging markets comes from new stores and wider distribution rather than price, which the bull side treats as durable volume the company controls itself.
North America has returned to volume and share growth through club, value and convenience channels, which the bull case reads as proof the weak market there is fixable.
Consumers pushed back harder than expected on chocolate prices in northern Europe, so the bear case fears Mondelez gives back price without recovering the profit.
US biscuit demand is still falling and management assumes no category recovery, so North American improvement depends on taking share rather than on a rising market.
The promised profit recovery keeps moving later, with 2026 earnings held flat while upside is reinvested and the meaningful step-up is now described as arriving in 2027.
Cocoa is bought well ahead of use, so locked-in costs and a supply base concentrated in West Africa keep the input risk alive even as prices fall.
In short: Emerging markets grow on distribution and volume, while North America and Europe await a consumer recovery.
Emerging markets are about 40% of the business and grew 6.3% in the first quarter with volume mix turning positive; management credits new stores and wider distribution rather than price rises.
North America posted positive volume mix and share gains in every category in the second quarter, which management says came from club and value channels and new products rather than a better category.
The US biscuit category fell 4% in volume and management plans for no recovery in the first half, so North America growth has to come from taking share rather than from a rising market.
Elasticity in European chocolate ran at 0.7 to 0.8 against an expected 0.4 to 0.5, forcing Mondelez to reset price points and pack sizes in the UK and Germany and give back some price.
In short: Margins recover as cocoa costs ease, but brand spending and Middle East costs absorb part of the gain.
Gross margin reached 42.6% in the second quarter, up 9.9 points, helped by lower cocoa costs and supply chain savings, though the year-earlier quarter was depressed by peak cocoa costs.
Free cash flow of $3.1 billion over the last twelve months equals 7.8% of revenue, giving management room to fund brand investment and shareholder returns from operations rather than borrowing.
In late 2025 management targeted high single-digit EPS growth for 2026; on later calls it only maintains the EPS outlook and says any upside would be reinvested, with the profit step-up pushed to 2027.
Buybacks and dividends of $3.5 billion over the last twelve months equal 113% of free cash flow, so part of the return is funded from the balance sheet rather than current cash generation.
In short: Mondelez leads in biscuits and chocolate, but its pricing power has limits where competitors undercut it.
Biscoff-filled chocolate and licensed Biscoff biscuits sold out their first production line in India, and management expects the collaboration to be worth $500 million to $1 billion in the coming years.
Earlier management blamed private competitors for not matching its price rises; it now describes chocolate pricing as rational, with no new price moves expected while the industry waits on the cocoa crop.
After large chocolate price increases, Mondelez found retailers taking more margin than usual in some markets, which limits how much of the higher cocoa cost it can keep passing through.
Ghana and Ivory Coast supply roughly 60% to 65% of the world's cocoa, so a bad harvest or disease there moves Mondelez's biggest input cost regardless of its own pricing decisions.