Mars may be best known for its iconic confectionery brands such as M&M’s, Snickers and Skittles, but its future ambitions are firmly set on snacking.
As the privately-held food group awaits regulatory approval of its Kellanova deal which will add household names Pringles, Cheez-It, Pop-Tarts and Eggo to its portfolio, it’s aiming to swell its reach and revenue in snacking sales by 2030 potentially eclipsing both its nearest rivals Mondelēz International and Hershey.
So what’s Mars’ strategy for global snacking growth?
1. Spotting the top trends
As ever with snacking and confectionery, innovation will be a top priority especially for Gen Z consumers. “We’ve got great brands – we’ve got great assets – but we have to make them culturally relevant for a new generation,” says Hocking.
Mars demonstrated its ability to appeal to a younger when it launched Skittles POP’d freeze-dried candy on TikTok shop last October. As well as successfully selling direct to consumers through social media, Mars also leant into the trend for novel textures in confectionery – something we can expect to see more of. “Texture is one of the most emotionally charged elements of food – and we’re exploring that across a number of formats,” says Hocking.
Another key trend Mars is well placed to build on in the coming months is nostalgia potentially exploiting the heritage of both iconic brands with fun flavour mashups – a strategy Mondelēz has used successfully for example with its co-branded Biscoff x Cadbury bars.
2. Nurturing new business
Mars has ambitious sustainability goals, aiming for a 50% reduction in green house gases emissions by 2030 and to reach net zero by 2050. “As a privately-held, family-run business we have the chance to put progress before promises,” says Hocking.
One area of focus for the firm is embedding climate tech and regenerative innovation directly into its value chain. Working with global sustainability partner Unreasonable, each year Mars announces 10-15 new growth-stage start-ups which it works with to explore challenges such as decarbonisation, alternative ingredients and regenerative practices. But unlike traditional venture models, Mars isn’t focused on ownership – it’s looking for integration. “We’re not just writing cheques – we’re trying to embed these companies in our supply chain – so we can scale sustainability from the inside out,” Hocking explains. This year’s cohort included several future-focused food technologies such as alternative cocoa start-up, Voyage. “Products using sustainable ingredients like these aren’t yet on the market, but they’re in the works,” he says.
3. Focusing on functionality
With the potential Kellanova acquisition (pending regulatory approval), Mars’ is adding RX Bar, Nutri-Grain and Pure Organic to its existing portfolio of brans that includes Kind, Trü Frü and Nature’s Bakery. “Consumers want healthier options in all categories,” says Hocking. “They are still looking for indulgence – but they also sometimes want less sugar, smaller portions or added fibre – and we’re responding to all of that.”
A recent success in this space was the launch of Starburst Gummies. “By formulating with allulose, they have 40% less sugar and are an excellent source of fibre,” says Hocking. “Nutrient density is an important consideration for consumers. They want to make their snacks count.”
4. Leaning into premiumisation
Alongside functional innovation, premiumisation is becoming a more visible part of Mars’ strategy. Its acquisition of British chocolatier Hotel Chocolat is not just a brand play – it’s a way of testing new formats and retail experiences.
As well as new stores slated to open in the UK by the end of 2025, Mars has opened two stores in Chicago featuring Velvetiser Cafés, to build on the success of the at-home hot chocolate device. “We see Hotel Chocolat as a learning lab as much as a retail business,” said Hocking. “It helps us think differently about how consumers interact with premium and seasonal products.”
5. Exploring new markets and seasons
The Kellanova acquisition, if approved, will bring significant distribution advantages to both brands – allowing Mars to leverage the Kellanova footprint in Nigeria, LATAM and Europe for example. Expanding into new territories also brings fresh opportunities for seasonal and cultural relevance. “62% of confectionery sales in 2024 came from the big four seasons,” said Hocking. “Christmas, Valentine’s, Easter and Halloween are so important, but we are looking to extend those.”
One growing area is summer – traditionally underexploited in confectionery – which is now gaining traction among American snack brands. With a more global footprint, Mars can tap into summer as a season in both the northern and southern hemispheres.
Other culturally significant moments are also on the radar. Celebrations such as Diwali, Eid and Chinese New Year present meaningful occasions for gifting – and Mars’ global expansion positions it to meet that demand with localised, relevant offerings.
