How the Mars Family Built a Private Food Empire

November 02, 2026 · 3 min read

The Mars name is now synonymous with everything from chocolate bars to pet food, yet the family has kept its ownership tightly private. In August 2024 the company announced a $35.9 billion cash purchase of Kellanova, a deal that dwarfs any other consumer‑goods transaction since the Kraft‑Heinz merger of 2015. The announcement not only signals a new chapter for Mars but also highlights how a family that shuns the spotlight has built an empire worth tens of billions.

To understand the scale of today’s deal, we must travel back to the very beginning—a modest candy factory in Tacoma, Washington, opened in 1911 by Franklin Clarence Mars and his second wife, Ethel V. Mars. From that humble start, a series of bold moves, relentless cost control, and strategic acquisitions turned a single‑shop operation into a global powerhouse that now controls four major business pillars: Snacking, Petcare, Food, and Mars Edge.

Early Years: From Milky Way to Snickers

After the Tacoma venture folded, Franklin Mars moved to Minnesota and launched the Mar‑O‑Bar Company in 1920. A simple suggestion from his son Forrest—creating a chocolate malted milk bar for soda fountains—gave birth to the Milky Way, which quickly moved from fountains to pantry shelves. The 1930s saw the introduction of Snickers and 3 Musketeers, cementing the brand’s presence in American confectionery. By the time Franklin died in 1934, the company was already a recognizable name, but control passed to his widow Ethel, who became president and steered the business through the Great Depression.

Ethel Mars’s Turnaround and Vertical Integration

Ethel Mars faced a male‑dominated industry and a shrinking economy, yet she focused on rigorous cost control and expanded distribution to regional grocers. By negotiating lower freight rates with railroad shippers, she cut shipping costs dramatically, allowing cheaper candy on store shelves and faster cash flow. In 1935, sales of Snickers and 3 Musketeers topped five million bars annually, a testament to the brand’s resilience. Ethel also secured a cocoa processing plant in New York, giving Mars direct control over raw material quality, reducing reliance on third‑party suppliers, and protecting profit margins.

Transatlantic Expansion and Family Consolidation

In 1932 Forrest Mars Sr. received foreign rights to the Milky Way and moved to Slough, England, where he founded Mars Limited. The Mars bar quickly became a hit in Britain. Back in Chicago, control of the American side fell to Ethel’s half‑brother William Kruppenbacher, a stranger to the family name. Forrest refused to accept this arrangement and began a slow, steady acquisition of shares, board influence, and product expansion. By 1964 he had full command of the Chicago company, and the British and American entities merged into a single Mars, Inc., reuniting the family’s two worlds.

Modern Structure: Four Pillars and Private Ownership

The 1980s saw the headquarters move from California to McLean, Virginia, a suburb of Washington, D.C., chosen for its proximity to political power without the glare of Wall Street. The company reorganized into four pillars—Snacking, Petcare, Food, and Mars Edge. Snacking includes iconic brands like M&M’s and Twix; Petcare dominates dog‑food aisles with Pedigree and Beneful; Food covers frozen pizza and coffee creamer; and Mars Edge focuses on life‑science research and personalized nutrition. All four remain wholly owned by the Mars family, with no public shareholders and no quarterly earnings calls.

Strategic Acquisitions and Controversies

Mars’s growth has been punctuated by bold deals and occasional setbacks. In 2008 the company partnered with Berkshire Hathaway to buy Wm. Wrigley Jr. for $23 billion, creating a confectionery giant with combined sales of $30 billion that year. The deal required extensive lobbying and tax‑strategy work, underscoring the scale of private‑sector influence. A later acquisition of the Lucas candy company in 2001 ended abruptly in 2004 when lead contamination forced a product recall, reinforcing Mars’s commitment to quality control. More recently, the 2024 $35.9 billion purchase of Kellanova—approved by the EU in December 2025—positions Mars as a direct rival to the biggest CPG deals of the past decade.

Future Challenges: Transparency in a Digital Age

Mars’s secretive structure has shielded it from market pressures, but the rise of digital transparency poses new questions. The 2007 plan to use animal‑rennet whey in UK bars sparked a rapid reversal after vegetarian groups protested, showing the brand’s willingness to listen but also highlighting supply‑chain vulnerabilities. In 2011 the company released a “Principles in Action” document outlining health, nutrition, and sustainability goals, marking a shift toward greater public accountability. As Mars Edge pushes into health‑science research, the family must balance innovation with the demand for openness that defines today’s consumer landscape.

Frequently asked questions

How did Mars become a private company without an IPO?

From its earliest days the Mars family kept ownership within the family, refusing to issue public shares. All four business pillars remain wholly owned, with no public shareholders or quarterly earnings calls.

What was the significance of the 2008 Wrigley buyout?

The $23 billion cash purchase of Wm. Wrigley Jr. created a confectionery entity with combined sales of $30 billion, merging gum and chocolate operations and demonstrating Mars’s ability to execute massive private‑sector deals.

Why did Mars move its headquarters to McLean, Virginia?

McLean offered proximity to Washington, D.C., giving the family access to political influence while staying away from Wall Street’s public scrutiny.

The bottom line

Mars’s rise from a single Tacoma shop to a $36 billion private empire shows the power of disciplined cost control, vertical integration, and strategic acquisitions. The family’s refusal to go public has allowed swift, large‑scale deals like the Kellanova purchase. Yet, as consumer demand for transparency grows, the secretive dynasty will need to balance privacy with openness to stay ahead.

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