Mondelēz India: Creating Differentiation Through CSR


The case describes how Mondelēz India Foods Private Limited (henceforth referred to as Mondelēz India) conducted its corporate social responsibility (CSR) activities in India, especially with regard to gender inequality and other health- and community-related projects such as Shubh Aarambh (i.e., the Great Beginning). The company also reduced the adverse impact of its own value chain activities, such as reducing its carbon footprint. Deepak Iyer, managing director of Mondelēz India, believed in the intrinsic link between the company and the community in which the company operated. However, Mondelēz India weathered a set of controversies in India. Examples include quality issues, such as an iron pin found in a bar of chocolate, and a bribery case involving Mondelēz India officials. Although Mondelēz India celebrated being one of the few companies in India in which women were commonly recruited and trained for blue-collar jobs and supporting the well-being of vulnerable communities, can Iyer navigate the adverse impacts of such inappropriate publicity in the company? Can Iyer leverage CSR as a point of differentiation for Mondelēz India’s future prospects? Can Iyer make a case for conscious capitalism for Mondelēz (i.e., integrating ethics and CSR with business in a holistic manner)?

This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.

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