Building on a Global Powerhouse

September 7, 2009

Kraft Foods

Exhibit 99.9

2

Forward-looking statements

This slide presentation contains forward-looking statements about our proposed combination with Cadbury, including but not limited to statements regarding our beliefs

that:

the

terms

of

our

possible

offer

will

deliver

compelling

value

to

Cadbury

shareholders,

represent

an

attractive

premium

and

provide

Cadbury

shareholders

with

both value certainty and the opportunity to participate in future upside of combined company; the combination will drive significant benefits for our shareholders; the

transaction will be accretive to cash EPS in the second year; the combined company will maintain an investment grade credit rating; the portfolio of the combined

company will enhance our long-term growth rate and drive substantial shareholder value; we have significant global scale and a strong portfolio of iconic brands in five

consumer sectors; we have executed our turnaround despite a difficult environment, including by strengthening our senior leadership team, creating accountable

business units by decentralizing, revising incentive systems, enhancing the relevance of our core brands, strengthening our category mix, focusing investments on

priority categories, core brands and key markets, leveraging our

scale in the marketplace, expanding our reach in growing trade channels, improving coverage in

traditional trade, improving our product quality from parity to vastly preferred and moving to a model of continuous improvement; our targets of restoring profit

margins

to

industry

benchmarks,

achieving

high

end

of

7%-9%

EPS

growth

and

growing

cash

flow

in

excess

of

EPS

growth;

the

time

is

right

to

further

our

transformation

by

pursuing

growth

from

a

position

of

strength,

preparing

our

organization

to

execute

with

excellence

and

leveraging

strong

financial

momentum;

our

priorities of focusing on growth categories, expanding our footprint in developing markets, our presence in growing trade channels and our margins have shaped our

long term strategy; Cadbury is a perfect strategic fit with a strong portfolio with leading market positions in the fast-growing confectionary category; confectionery is

an

attractive

category;

the

combined

company

would

be

the

global

leader

in

confectionery

with

a

diversified

portfolio

of

leading

confectionery

brands;

Cadbury’s

footprint is highly complementary to Kraft Foods’, increasing scale in developing markets for both companies; Cadbury has strong infrastructure in instant consumption

channels; both companies would benefit from complementary strengths in sales and distribution; we have unique capabilities to drive performance in traditional

channels; the combined companies would have the opportunity to leverage expertise as large format retail grows globally; the combined companies would provide

significantly expanded reach in instant consumption channels versus traditional channels; instant consumption channels present the opportunity for higher growth and

margins;

a

combination

with

Cadbury

promises

meaningful

revenue

and

cost

synergies

and

a

significant

opportunity

to

realize

cost

savings;

we

have

proven

our

ability

to successfully integrate acquisitions; the strategic rationale for the combination is compelling; the combination would allow us to drive growth while retaining a

diversified portfolio, create a leading platform in confectionery, give us an expanded global reach focused on high growth geographies, create exceptional go-to-market

capabilities and provide the opportunity to realize meaningful synergies; our long-term organic revenue growth and EPS growth would improve following the proposed

combination; we have strong standalone operating and financial momentum; Kraft Foods + Cadbury is a compelling strategic opportunity; Cadbury has few catalysts

for sustained future value creation as a standalone entity; and we have a proposal that we believe delivers an attractive premium to Cadbury shareholders and

substantial value to both Cadbury and Kraft Foods shareholders. These forward-looking statements involve risks and uncertainties that could cause actual results to

differ materially from those predicted in any such forward-looking statements. Such factors, include, but are not limited to, continued volatility of input costs, pricing

actions,

increased

competition,

our

ability

to

differentiate

our

products

from

private

label

products,

unanticipated

expenses

such

as

litigation

or

legal

settlement

expenses, our indebtedness and ability to pay our indebtedness, the shift in our product mix to lower margin offerings, risks from operating internationally, tax law

changes, the possibility that the proposed combination will not be pursued, failure to obtain necessary regulatory approvals or required financing or to satisfy any of

the other conditions to the combination, adverse effects on the market price of our common stock and on our operating results because of a failure to complete the

combination, failure to realize the expected benefits of the combination, negative effects of announcement or consummation of the combination on the market price of

our common stock, significant transaction costs and/or unknown liabilities and general economic and business conditions that affect the combined companies following

the combination. For additional information on these and other factors that could affect our forward-looking statements, see our filings with the U.S. Securities and

Exchange Commission (the "SEC"), including our most recently filed Annual Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. We disclaim and do

not

undertake

any

obligation

to

update

or

revise

any

forward-looking

statement

in

this

slide

presentation,

except

as

required

by

applicable

law

or

regulation.

3

Forward-looking statements

Additional U.S.–related information

This

slide

presentation

is

provided

for

informational

purposes

only

and

is

neither

an

offer

to

purchase

nor

a

solicitation

of

an

offer

to

sell shares of Cadbury or Kraft Foods. Subject to future developments, we may file a registration statement and/or tender offer

documents

with

the

SEC

in

connection

with

proposed

combination

with

Cadbury.

Cadbury

shareholders

should

read

those

filings

and

any

other

filings

made

by

us

with

the

SEC

in

connection

with

the

combination,

as

they

will

contain

important

information.

Those

documents,

if

and

when

filed,

as

well

as

our

other

public

filings

with

the

SEC

may

be

obtained

without

charge

at

the

SEC’s

website

at

www.sec.gov

and

at

our

website

at

www.kraftfoodscompany.com.

Responsibility Statement

The directors of Kraft Foods each accept responsibility for the information contained in this document, save that the only

responsibility accepted by them in respect of information in this document relating to Cadbury or the Cadbury Group (which has been

compiled

from

public

sources)

is

to

ensure

that

such

information

has

been

correctly

and

fairly

reproduced

and

presented.

Subject

as

aforesaid,

to

the

best

of

the

knowledge

and

belief

of

the

directors

of

Kraft

Foods

(who

have

taken

all

reasonable

care

to

ensure

that

such

is

the

case),

the

information

contained

in

this

document

is

in

accordance

with

the

facts

and

does

not

omit

anything

likely

to

affect the import of that information.

4

Irene Rosenfeld

Chairman and

Chief Executive Officer

5

Agenda

•

Possible Offer: Structure & Economics

•

Kraft Foods: A Strong Base from Which to Build

•

Kraft Foods + Cadbury: A Global Powerhouse

•

Next Steps

6

1)

Based on Kraft Foods’ stock price of $28.10 as of September 4, 2009, and an exchange rate of 1.6346 $/£.  For Kraft Foods’

reservation of rights, see Important Notice contained in Kraft Foods’ announcement dated September 7, 2009, which can be

found at www.transactioninfo.com/kraftfoods.

2)

524p on July 3, 2009

3)

555p for the period ending September 4, 2009

4)

568p on September 4, 2009

Key terms of possible offer deliver compelling

value to Cadbury shareholders

•

300p in cash and 0.2589 Kraft Foods shares per

Cadbury share

–

Values each Cadbury share at 745p based on Friday’s closing

stock prices and exchange rates

•

Represents an attractive premium

–

42% over Cadbury share price prior to recent analyst

suggestions regarding potential sector consolidation

–

34% over Cadbury 90-day average share price

–

31% over Friday’s closing stock price

•

Provides Cadbury shareholders with both value

certainty and the opportunity to participate in future

upside of combined company

(1)

(2)

(3)

(4)

7

Combination drives significant benefits for

Kraft Foods shareholders

•

Transaction expected to be accretive to cash EPS in

second year*

•

Combined company to maintain investment grade

credit rating

•

A transformed portfolio that would enhance Kraft

Foods’

long-term growth rate and drive substantial

shareholder value

*  Nothing in this presentation is intended to be a profit forecast and the statements in this presentation should not be

interpreted to mean that the earnings per Kraft Foods share for the current or future financial periods will necessarily be

greater than those for the relevant preceding financial period.

8

Agenda

•

Possible Offer: Structure & Economics

•

Kraft Foods: A Strong Base from Which to Build

•

Kraft Foods + Cadbury: A Global Powerhouse

•

Next Steps

9

$42 billion in revenue

World’s #2 food company

#1 in North America

Sales in 150 countries

Operations in 70+ countries

Approximately 100,000 employees

Kraft Foods has significant global scale

10

We compete in five consumer sectors …

•

Snacks

•

Convenient Meals

•

Cheese

•

Beverages

•

Grocery

Cheese

18%

Cheese

18%

Grocery

10%

Grocery

10%

Convenient

Meals

15%

Convenient

Meals

15%

Snacks

37%

Snacks

37%

Beverages

20%

Beverages

20%

Source:  Kraft Foods Inc. Form 10-K 2008.

11

…

with a strong portfolio of iconic brands

•

9 brands over $1 billion

•

50+ brands over $100 million

•

40+ brands over 100 years old

12

Our portfolio today

2007 Pro-forma estimated results excluding Post cereal and including Danone biscuit.

Source:  Nielsen and IRI data

•

More than 40% of revenue

outside North America

•

More than 70% of revenue

from snacks, confectionery

and quick meals

•

More than 80% of revenue

from #1 share positions

Europe

Europe

Developing

Markets

Developing

Markets

North

America

North

America

13

Three years ago, laid out four strategies to return

Kraft Foods to sustainable growth

Balance

Cost &

Quality

Exploit

Sales

Capabilities

Reframe

Categories

Rewire for

Growth

14

Reframe

Categories

Successfully executed our turnaround despite

a difficult environment

•

Strengthened senior leadership team

•

Decentralized to create accountable

business units

•

Revised incentive systems with right

metrics

•

Enhanced relevance of core brands

–

Rebuilt our innovation pipeline

–

Increased value-oriented marketing

•

Strengthened our category mix

•

Focused investments on priority

categories, core brands, key markets

Rewire for

Growth

15

Balance

Cost &

Quality

Successfully executed our turnaround

in a difficult environment

•

Leveraging our scale in the marketplace

–

Established Wall-to-Wall in the U.S.

–

Taking Wall-to-Wall to next level with High

Visibility Wall-to-Wall

•

Expanded reach in growing trade

channels

•

Improved coverage in traditional trade

•

Improved product quality from parity to

vastly preferred

•

Leveraged tailwind of restructuring

program to invest in growth

•

Moved to a model of continuous

improvement

Exploit

Sales

Capabilities

16

Targeting top-tier growth

•

2007: Rejuvenated top-line growth

•

2008: Grew both top and bottom lines

•

2009: Build profit margins and market share

–

Restoring profit margins to industry benchmarks

–

Achieving high end of 7%-9% EPS growth target

–

Growing cash flow in excess of EPS growth

Targets

17

Time is right to further accelerate

Kraft Foods’

transformation

•

Pursuing growth from a position of strength

–

Rejuvenated base business despite input cost escalation and

global recession

•

Prepared our organization to execute with excellence

–

Strengthened management team

–

Streamlined organizational structure

–

Global organization with skills and appetite to integrate a

combination of this scale

•

Leveraging strong financial momentum

18

Agenda

•

Possible Offer: Structure & Economics

•

Kraft Foods: A Strong Base from Which to Build

•

Kraft Foods + Cadbury: A Global Powerhouse

•

Next Steps

19

•

Focus on growth categories

–

Transform into the leading snack, confectionery and quick

meals company

–

Exit lower growth, lower margin businesses

–

Reinvigorate high cash flow businesses to fund growth

Four priorities have shaped Kraft Foods’

long-term strategy

Developing

Markets

Growth

Categories

Growing

Channels

Margin

Expansion

•

Expand footprint in Developing Markets

–

Capitalize on population growth trends

–

Long-term opportunity as consumers “trade-up”

to our

products

–

Provides scale to invest in infrastructure in key geographies

•

Expand presence in growing trade channels

–

Instant Consumption Channels (“ICC”) continue to gain share

versus traditional channels in U.S. and EU

–

Increase access to significant parts of our portfolio

•

Target industry-leading margins

–

Improve portfolio mix

–

Drive down costs without compromising quality

20

•

Cadbury has a strong portfolio with leading market

positions in the fast-growing confectionery category

–

Well-positioned to drive chocolate growth and margins

–

Strong position in high growth gum segment

–

Strong niche Halls, sugar confectionery business

Cadbury is a perfect strategic fit

Growth

Categories

Developing

Markets

Growing

Channels

Margin

Expansion

21

Confectionery is an attractive category

•

Confectionery experiencing

strong growth across

segments

•

Gum has experienced the

most rapid growth as it has

capitalized on the functional,

health-oriented opportunity

•

Combined revenues weighted

towards high-growth

chocolate and gum segments

’03-’08 Growth

(1)

’03-’08 Growth

(1)

(1)  Source: Euromonitor

Value,  Euromonitor

2008.

Kraft Foods +

Cadbury

Global Market

Position

(1)

Kraft Foods +

Cadbury

Global Market

Position

(1)

#1

#1

#2

#1

5.3%

5.9%

7.0%

3.6%

Total

Confectionery

Chocolate

Gum

Sugar

Confectionery

22

14.6%

10.1%

7.8%

4.7%

4.5%

4.5%

2.9%

2.0%

14.8%

Kraft Foods

+ Cadbury

Mars

Cadbury

Nestlé

Kraft Foods

Hershey

Ferrero

Perfetti

Van Melle

Lindt &

Sprungli

Chocolate

15.2%

14.6%

6.9%

12.6%

8.3%

6.7%

7.3%

NA

3.6%

Gum

28.9%

35.4%

28.8%

0.1%

0.1%

0.6%

NA

6.8%

NA

Sugar Confectionery

7.6%

5.0%

7.3%

2.6%

0.3%

2.6%

1.5%

6.4%

NA

Combined, we would be the global

leader in confectionery …

Source: Euromonitor

2008.

Global Market

Share

Scale has

become

increasingly

important in

confectionery

23

…

with a diversified portfolio of leading

confectionery brands

•

Key

global

brands

led

by

Milka,

Cadbury,

Trident

and

Halls

•

40+ confectionery brands over $100 million with iconic status in

respective markets

Chocolate

Kraft Foods

Gum

Candy

Cadbury

24

•

Cadbury has a strong portfolio with leading market

positions in the fast-growing confectionery category

Cadbury is a perfect strategic fit

Developing

Markets

Growth

Categories

•

Cadbury’s footprint is highly complementary to Kraft Foods’,

increasing scale in developing markets for both companies

–

Meaningful entry for Kraft Foods into India and transforming

in Mexico

–

Substantially strengthens Cadbury in Brazil, Russia, China

Growing

Channels

Margin

Expansion

25

Increased scale in developing markets

for both companies

Percent of Net Revenues

in Developing Markets

Percent of Net Revenues

in Developing Markets

Combined Net Revenues

in Key Geographies

(1)

(millions)

Combined Net Revenues

in Key Geographies

(1)

(millions)

Kraft Foods

Cadbury

Combined

Brazil

$1,200

$400

$1,600

Russia

$800

$200

$1,000

India

NM

$300

$300

China

$400

$50

$450

Mexico

$350

$500

$850

Argentina

$400

$100

$500

Turkey

$200

$300

$500

South Africa

$50

$350

$400

•

Highly complementary to Kraft Foods’

existing

developing market footprint

(1)

Source: Estimates based upon Cadbury public disclosures

and

published

reports,

Euromonitor

and

Kraft

Foods

Inc.

Kraft Foods Current

Kraft Foods + Cadbury

20%

25%

26

•

Cadbury has a strong portfolio with leading market

positions in the fast-growing confectionery category

Cadbury is a perfect strategic fit

Developing

Markets

Growth

Categories

Growing

Channels

•

Cadbury’s footprint is highly complementary to Kraft Foods’,

increasing scale in developing markets for both companies

•

Cadbury has strong infrastructure in instant consumption

channels

–

Provides enhanced scale and platform for Kraft Foods to

distribute current products

Margin

Expansion

27

Exceptional go-to-market capabilities

•

Kraft Foods strength

•

Kraft Foods scale unmatched

in North America

•

As a result, Kraft Foods has

unique capabilities to drive

performance (e.g., Wall-to-

Wall)

•

Opportunity to leverage

expertise as large-format

retail grows globally

Instant Consumption

Channels

Traditional Channels

•

Cadbury strength

•

Important class of trade in

both developed and

developing markets

•

Provides significantly

expanded reach vs.

traditional channels

•

Opportunity for higher

growth and margins

•

Both companies would benefit from complementary strengths in

sales and distribution

28

•

Cadbury has a strong portfolio with leading market

positions in the fast-growing confectionery category

Cadbury is a perfect strategic fit

Developing

Markets

Growth

Categories

Growing

Channels

•

Cadbury’s footprint is highly complementary to Kraft Foods’,

increasing scale in developing markets for both companies

•

Cadbury has strong infrastructure in instant consumption

channels

•

A combination with Cadbury promises meaningful revenue

synergies and a significant opportunity to realize cost

savings

Margin

Expansion

29

Meaningful synergies and cost savings

•

Potential for meaningful revenue synergies

–

A highly complementary geographic footprint

–

Enhanced distribution, marketing and product development

•

Annual cost savings of at least $625 million*

–

Over and above current performance improvement programs

at Kraft Foods and Cadbury

•

Including Cadbury's Vision Into Action program

–

Potential annual pre-tax cost savings identified thus far:

•

$300 million of operational synergies

•

$200 million of general and administrative synergies

•

$125 million of marketing and selling synergies

–

Expect to achieve run-rate savings by end of third year

–

Total one-off implementation cash costs of $1.2 billion

*There are several material assumptions underlying the synergies estimate which might therefore be materially greater or less than those estimated.  This 

estimate of cost synergies has been reported on under the Takeover Code by Ernst & Young LLP and by Lazard & Co., Limited.  Copies of their letters are 

included in parts (a) and (b) respectively of Appendix III of Kraft Foods Inc.’s Rule 2.4 announcement which can be found at www.transactioninfo.com/kraftfoods.  

The estimate of cost synergies should be read in conjunction with Appendix II of the announcement, which contains, among other information, certain key 

assumptions underlying the estimate.  

30

We have proven our ability to

successfully integrate acquisitions

GROUP DANONE’S

GLOBAL BISCUIT

BUSINESS

(2007)

UNITED BISCUITS’

IBERIAN

OPERATIONS

(2006)

NABISCO

(2000)

•

Expansion of global core category, providing strong third leg in

Europe and increased Developing Markets presence

•

Added $2.6B in revenue and $400MM in operating profit

•

Synergies ahead of plan

•

Acquisition of Spain and Portugal biscuit business, bringing

European manufacturing base and return of Nabisco trademarks

•

Added $400MM in revenue and $70MM in operating profit

•

Integration proceeded on track

•

Entered rapidly growing snacks category

•

Increased worldwide revenues by 30%

•

Scale step up in Latin America and to lesser extent Asia Pacific

•

Smooth integration, synergies exceeded original targets

31

We believe the strategic rationale for the

combination is compelling …

•

Builds on a global powerhouse in snacks, confectionery and

quick meals

–

Would allow Kraft Foods to drive growth while retaining a diversified

portfolio

•

Leading platform in confectionery

–

Global leadership positions across segments

–

Highly complementary to Kraft Foods’

global biscuit business

•

Expanded global reach, focused on high growth geographies

–

Significantly increased footprint in key developing markets

•

Creation of exceptional go-to-market capabilities

–

Addition of strong presence in instant consumption channels

•

Opportunity to realize meaningful synergies

32

…

and expect to raise our long-term growth

rate to top tier of global food

Organic Revenue Growth

4%+

5%+

Long-Term EPS Growth*

7% -

9%

9% -

11%

Kraft Foods

+ Cadbury

Kraft Foods

Long-Term Targets

*

Nothing

in

this

presentation

is

intended

to

be

a

profit

forecast

and

the

statements

in

this

presentation

should

not

be

interpreted to mean that the earnings per Kraft Foods share for the current or future financial periods will necessarily

be greater than those for the relevant preceding financial period.

33

Agenda

•

Possible Offer: Structure & Economics

•

Kraft Foods: A Strong Base from Which to Build

•

Kraft Foods + Cadbury: A Global Powerhouse

•

Next Steps

34

Kraft Foods thinks the time is right for this

combination to happen

•

We have strong standalone operating and financial

momentum

•

Kraft Foods + Cadbury is a compelling strategic

opportunity

•

We believe Cadbury has few catalysts for sustained

future value creation as a standalone entity

•

We have a proposal that we believe delivers:

–

an attractive premium to Cadbury shareholders

–

substantial value to both Cadbury and Kraft Foods

shareholders

35

Next steps on transaction

•

We have great respect for what Cadbury has achieved

and would like to negotiate a combination on a

friendly basis

•

We will continue to assess the opportunity

•

We will provide periodic updates on our progress