Mondelez Elevates Innovation Focus in Q2 2026 as Biscoff Expands Across Platforms

Innovation focus at Mondelez and how Biscoff is playing out

1) What Mondelez says is “really working” in innovation (key focus areas)

Management emphasized a more disciplined innovation approach—“reduce our innovation portfolio going for bigger and fewer bets” and “make sure that those are based on platforms that we can prove.” ¹ At the same time, they combine “breakthrough innovation” with renovations/flavors/packaging (including “seasonal”) to drive repeatable growth. ¹

They also cited specific innovation categories/brands showing traction:

• Health & wellness / functional snacks: the snack bar portfolio “driven by the protein trend” is “doing well,” alongside gluten-free and zero sugar. ¹
• Cakes & pastries / international joint ventures: “Give and Go and Evirth in China” is noted as working in cakes/pastries. ¹
• Salty: Ritz is called out “as an example.” ¹
• Premium & indulgent chocolate: examples include “Toblerone Pralines” and “Cadbury and more” launched “around the world,” plus Hu doing well in the US. ¹

They further quantified innovation’s role in their revenue base: they are “at that level… even slightly below with that 10% of your net revenue is from innovations that were launched in the last 3 years,” and they “would like to see that go up… potentially more like 15%.” ² Management added that “the bars that innovation represents in our net revenue will continue to go up” as the year progresses. ²

2) How big picture innovation is expected to contribute this year (and beyond)

While management didn’t provide a single “% of sales from new ideas this year” figure in the excerpt, they did explain how innovation is expected to feed forward via revenue and distribution:

• They noted that innovation is tied to going after incremental opportunities including “innovation” alongside channels/alternate channels and brand strength. ³
• They directly connected “some of the innovation like Biscoff” to driving distribution in emerging markets. ⁴
• They said they maintain an innovation “pipeline” and expect the portfolio/platform approach to keep strengthening (“bars… continue to go up”). ²

On the innovation model itself, they also described an intent to run a higher share of revenue from recent launches (moving from ~10% toward ~15% as a benchmark). ²

3) Biscoff specifically: the “3 layers” of the collaboration and what’s happening in-market

Management described three active legs of the Biscoff collaboration, each expanding Biscoff’s presence across categories and geographies. ¹⁵

Layer 1: Expand Biscoff inside Mondelez chocolate formats globally (with ongoing refreshes)

• They are launching a special Biscoff range in the chocolate range—“tablets… filled with different forms of Biscoff,” including “sprinkles… Biscoff cream,” or “even a full Biscoff cookie,” and extending into other formats like “the Cadbury egg.” ¹
• They highlighted early traction with specific market results:
  • Scandinavia: the “new range took 7% market share just in the first month.” ¹
  • Australia: the “chocolate range added 3% growth to the chocolate category on a year basis.” ¹

They also emphasized cadence: “we continue bringing new innovations every 6 months or so under this BISCOF range,” and they see “a runway for a number of years to keep on doing that.” ⁵

Layer 2: License/represent Biscoff as a biscuit brand in additional markets (emerging markets first)

The second leg is building Biscoff’s biscuit presence through representation/licensing:

• India: they “launched in India with great success,” built “1 line,” and “sold out that line from the first month.” ⁵ They are “hurrying up” building a “2nd line,” and management expects Biscoff to become “an important biscuit brand in India.” ⁵
• Brazil: they’re preparing a launch “in the beginning of next year.” ⁵

Management characterized this primarily as an emerging markets strategy: “largely gonna be in emerging markets,” adding markets where they can build Biscoff as a biscuit brand. ⁵

Layer 3: Develop and represent Biscoff ice cream products

The third leg is category expansion:

• They “developed a range of ice cream products for Biscoff which we are also representing for them.” ⁵

They also discussed a potential 4th leg conceptually (not yet executed), including more formats such as:

• “7 days range” croissants with Biscoff filling,
• “an Oreo with a Biscoff cream inside,”
• and other category ideas. ⁵

4) What management implied about the scale/value of Biscoff

One excerpt provided a forward-looking valuation range of the collaboration’s potential impact: they suggested that aggregating elements (including “Biscoff… with a layer of Cadbury… or layer of milk… sold by Lotus Bakery”) could yield a collaboration “worth $500 million to about $1 billion” in coming years. ⁶ (This is presented as management’s belief in the excerpt, not as a reported financial line item.) ⁶

5) How Biscoff ties into distribution and the broader growth engine

Management explicitly linked Biscoff to distribution growth in emerging markets:

• In their discussion of full-year outlook mechanics, they stated that “we will invest any upside back… Also emerging markets, some of the innovation like Biscoff driving distribution.” ⁴

Separately, they described their broader distribution approach as structurally supportive (a context that matters for how Biscoff scales):

• They said net revenue growth in markets like India/China tends to split between “increase in same store sales” and “extra stores that we open,” and they are continuing store additions (“now in a million stores in Brazil,” “added 100 thousand stores in India”). ²
• They also framed emerging markets as underpenetrated with “long runway” and described their situation as “structural. Not cyclical.” ⁷

Implication (grounded in the excerpts): Biscoff appears positioned not just as an isolated innovation but as a repeatable platform (new chocolate sub-variants every ~6 months) combined with market-by-market expansion of distribution and presence (biscuit licensing and ice cream), which management ties to distribution momentum. ¹⁵⁴

6) Bottom line summary

• Mondelez’s innovation strategy is characterized by fewer, bigger, proven bets plus continuous extensions (flavors/renovations/seasonal). ¹
• The company is targeting a higher share of net revenue from innovations launched in the last 3 years, moving from ~10% toward ~15% as a benchmark. ²
• Biscoff is being scaled through three legs—(1) Biscoff-filled chocolate formats (with cited early market traction like 7% market share in Scandinavia and 3% chocolate category growth in Australia), (2) biscuit brand representation (notably strong India sell-through and a planned Brazil launch), and (3) Biscoff ice cream—while also exploring additional categories as a conceptual “4th leg.” ¹⁵
• Management also links Biscoff-type innovation to driving distribution in emerging markets as part of the outlook framework. ⁴