would grow as well. He was “making the market for Cargill there”. By 1998, Cargill Venezuela was the leading company marketing Mexican tropical corns. Cargill Venezuela was trying to produce these hybrids there but it was still buying high volumes from Cargill Mexico.
Monsanto wanted to hear Mr. Magaña’s proposition on how to manage the brands. Mr. Magaña knew there were a number of different options. Monsanto could create a new brand (i.e. Monsanto Seeds) to compete against Pioneer; they could create three brands for three different market segments (such as elite, medium and low profile markets); or they could create a new brand only for the Cargill hybrids (they kill C343, C385, and so on). Other possibilities existed also. Once these decisions were made, he would have to think about how to communicate the branding strategy to the market, both to dealers and final customers, and the timing of such communications.