The New Kraft Foods Group

CAGE Conference

March 20, 2013

Exhibit  99.1

2

Kraft Foods Group, Inc.

Forward-Looking Statements

This

presentation

contains

a

number

of

forward-looking

statements.

The

words

“plan,”

“drive,”

“make,”

“grow,”

“focus,”

“expect,”

“will,”

“execute”

and

similar

expressions

are

intended

to

identify

the

forward-looking

statements.

Examples

of

forward-looking

statements

include,

but

are

not

limited

to,

statements

regarding

Kraft’s

growth,

progress,

mission

and

plans

including

its

integrated

business

planning,

employees

and

sales

incentive

program,

productivity,

overheads,

innovation,

marketing

and

advertising,

guidance,

including

organic

net

revenue,

operating

income,

EPS

and

dividends,

liquidity,

pension

funding,

Restructuring

Program

and

cash

flow.

These

forward-looking

statements

are

not

guarantees

of

future

performance

and

involve

risks

and

uncertainties,

many

of

which

are

beyond

Kraft’s

control,

and

important

factors

that

could

cause

actual

results

to

differ

materially

from

those

indicated

in

the

forward-looking

statements

include,

but

are

not

limited

to,

increased

competition;

continued

consumer

weakness

and

weakness

in

economic

conditions;

Kraft’s

ability

to

differentiate

its

products

from

retailer

and

economy

brands;

Kraft’s

ability

to

maintain

its

reputation

and

brand

image;

continued

volatility

and

increases

in

commodity

and

other

input

costs;

pricing

actions;

increased

costs

of

sales;

regulatory

or

legal

changes,

restrictions

or

actions;

unanticipated

expenses

and

business

disruptions;

product

recalls

and

product

liability

claims;

unexpected

safety

or

manufacturing

issues;

Kraft’s

indebtedness

and

its

ability

to

pay

its

indebtedness;

Kraft’s

inability

to

protect

its

intellectual

property

rights;

tax

law

changes;

Kraft’s

ability

to

achieve

the

benefits

it

expects

to

achieve

from

the

spin-off

and

to

do

so

in

a

timely

and

cost-effective

manner;

and

its

lack

of

operating

history

as

an

independent,

publicly

traded

company.

For

additional

information

on

these

and

other

factors

that

could

affect

Kraft’s forward-

looking

statements,

see

Kraft’s

risk

factors,

as

they

may

be

amended

from

time

to

time,

set

forth

in

its

filings

with

the

SEC,

including

its

Registration

Statement

on

Form

10.

Kraft

disclaims

and

does

not

undertake

any

obligation

to

update

or

revise

any

forward-looking

statement

in

this

presentation,

except

as

required

by

applicable

law

or

regulation.

Tony Vernon

Chief Executive Officer

This is Kraft Foods Group

5

Kraft Foods Group, Inc.

We Have The Best Sandbox in Our Industry

•

$18 billion annual food and beverage sales, and growing

–

Focused on the most profitable market in the world

–

Household penetration 98% in U.S., 99% in Canada

•

The best portfolio of food and beverage brands

–

9 brands >$500MM = 70% of 2012 net revenue

–

29 brands >$100MM = 90% of 2012 net revenue

–

Average 2x the share of the nearest branded competitor

•

Tremendous opportunity to make each brand and franchise

more contemporary and the

lowest cost producer

Source: Kraft Foods Group, Nielsen

6

Kraft Foods Group, Inc.

Make Kraft          North American

Food & Beverage Company

Our Mission

Best Investment in the Industry

7

Kraft Foods Group, Inc.

Our Plan

8

Kraft Foods Group, Inc.

Making Progress

•

Actively recruiting top talent

•

Populating Kraft University curriculum

•

20/70/10 performance management in place for 2013

•

Expanding stock ownership across employee base

•

Early retirement program just announced

9

Kraft Foods Group, Inc.

Making Progress

•

Rolling out Integrated Business Planning

–

Focusing Business Units, Sales, Supply Chain on ONE number

–

Piloted in U.S. Cheese in May 2012

–

Executing staged rollout to rest of business units this year

Keys

to Success

Product

Management

Demand

Management

Supply

Management

©

Oliver Wight

10

Kraft Foods Group, Inc.

Making Progress

•

Rolling out Integrated Business Planning

•

Changing sales incentive program

•

Increasing focus on cash KPI’s

–

Pushing FCF and ROIC metrics to business unit and category

manager score cards

–

Embedding into compensation metrics in 2014

11

Kraft Foods Group, Inc.

Making Progress

•

Never a greater need to contemporize and innovate

Low

Income

Middle

Income

High

Income

54.9%

2009

Low

Income

Middle

Income

High

Income

52.7%

2012

Source: Kraft Foods Group, Nielsen Homescan Panel, 2009 & 2012

12

Kraft Foods Group, Inc.

Making Progress

•

Never a greater need to contemporize and innovate

Consumer

Customer

Competition

•

Gravitating to value and

premium; the middle is

being squeezed

•

Prefer healthier

offerings

•

At home cooking and

bolder flavors growing

•

Latina and Boomers are

fastest growing segments

•

Traditional grocers hurt by

retailers targeting ends of

bar-belled consumer base

•

Looking to us to drive

category growth,

innovation, product

differentiation

•

Encouraging competition to

enter our categories

•

Several years of Retailer

Brand share increases due

to value differentiation and

quality improvements

•

Branded competition

aggressively entering our

higher-margin categories

13

Kraft Foods Group, Inc.

Good-Better-Best

$1.79

$2.49

$2.99

Cold Cuts

Cold Cuts

$1.99

$2.99

$3.79

Coffee

Coffee

$0.04-$0.06

*

$0.09-$0.15

*

$0.60-$1.00

*

Sandwich

Sandwich

Cheese

Cheese

$1.99

$2.99

$3.99

Convenient

Convenient

Meals

Meals

$0.99

$1.99

$3.49

*per serving

*per serving

14

Kraft Foods Group, Inc.

Making Progress

•

Never a greater need to contemporize and innovate

•

Driving gains through bigger, better innovation

Net revenue from new product innovation over last 3 years

Source: U.S. Nielsen Consumption -

3 -

Outlet (2009-2011) and All Outlet-xAOC (2012), *2012 Estimate

15

Kraft Foods Group, Inc.

Real Resource Distortion

Kraft Innovation Profile –

2010 to 2012

Source: Kraft Financial Shipment data, 3 year rolling average; 

1 

2012 Estimate;   Tiers are based on criteria for initiative size,

investment,

pipeline and margin

2010

2011

2012

1

% NP A&C Spending

% NP Revenue

16

Kraft Foods Group, Inc.

Making Progress

•

Never a greater need to contemporize and innovate

•

Driving gains through bigger, better innovation

•

Increasing share of voice behind world-class marketing

–

Advertising to net revenue 3.5% in 2012 vs 2.9% in 2011

http://www.youtube.com/watch?v=hJvX_m0Xqls

17

Kraft Foods Group, Inc.

Making Progress

•

Driving industry-leading productivity

Net Productivity as a % of COGS

18

Kraft Foods Group, Inc.

Making Progress

•

Driving industry-leading productivity

•

Redefining lowest-cost overheads

Overhead as a % of Net Revenue

19

Kraft Foods Group, Inc.

Turbocharge

Our Iconic

Brands

Make Our

People Our

Competitive

Edge

Our Plan

20

Kraft Foods Group, Inc.

Our long-term growth algorithm

Metric

Long-Term Target

Organic Revenue

Operating Income

EPS

Dividends

Profitable growth at or above market growth

1

Consistent mid-single-digit growth

Consistent mid-to-high, single-digit growth

Consistent mid-single-digit growth

(1)

Market defined as the North American Food & Beverage market

21

Kraft Foods Group, Inc.

Liquidity and Cash Flow are Strong

(1)

Free Cash Flow = Cash Flow from Operations (~$1.7 billion) less Capital Expenditures (~$0.7 billion)

22

Kraft Foods Group, Inc.

Priorities for Free Cash Flow

Reinvest in the

business

Acquisitions that quickly

achieve EPS accretion and

an IRR > risk-adjusted

hurdle rate

Share

repurchase

23

Kraft Foods Group, Inc.

Our Mission

Make Kraft          North American

Food & Beverage Company

Best Investment in the Industry