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Explore the legacy and expansion of Cargill, Inc., from its monopolistic beginnings in grain trading to its global influence today. Learn about government support, financing strategies, foreign market activities, and its impact on international trade.
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Harvest of Profits: The World Empire of Cargill, Inc. Burbach and Flynn Alexandra Regeimbal
Some Background on the Cargills The Contoso Corporation • Their father was a farmer • Started in grain trading business • In 1880s they held a monopolistic trading position • Inspired the Populist part to take root and revolt • Depression in 1900s lead to new management– John MacMillan
Expansion • Thrived in 1920s opening sales offices in Europe and Argentina • Great Depression became the largest grain supplier in Chicago • ‘Cut-throat’ tactics lead to an attempt to restrict Cargill by the Chicago Board of Trade • Fixing corn pricing • US Grain regulation in WWII Cargill profited by domestic manufacturing and building tanks • Post-War relief in 1944-1948 increased wheat value • $48 million per bushel to $503 million per bushel
Government Support: Public Law 480 • 1954 PL 480 was formed • Enabled Cargill to directly increase its export sales • $200 million $700 million • Open markets in new countries at smallest cost possible
Commodity Credit Corporation (CCC)– allows foreign govt. to purchase grain using 1-3 yr. loans Barter– exchange grain for strategic and war materials 70% of total grain trade involving govt. concessional financing
Domestic Structure • Cargill controls every aspect of the trade • Local elevators • Subterminals and terminals of major transportation crossroads • Large export elevators at US ports • Favored over county elevators and limits options • Store grain for CCC (more income) • Diverse transportation options • Expansion in ’72River and railway • Make it impossible for the smaller operations to succeed
Financing the Cargill Empire • Takes more capital than even mammoth corps like Cargill need more capital • Credit lines with over 40 banks (8/10 “Big Guys”) • Very long ties– Chase Banks since 1933 • Key: small amounts of capital to acquire huge revenue • Controlling railway grain without owning trains • CCC leases earn millions for Cargill • Less expensive international trade through PL 480
Foreign Market Activities “The sun never sets on Cargill’s corn.” • Operate in 36 different countries • 140 affiliates and subsidiaries • Tradax in Geneva controls many overseas operations • Cargill is the leading exporter of grains in Argentina • Canada- set up regional grain terminals to bypass county • Philippines- sugar and copra • Western Europe- Five other corporations in their control
Japan- controls much of the poultry, meat, and grains • Third World- PL 480 and those “graduated” • Become acquainted through the program • Once they graduate they use small foreign exchange to meet grain demands
Multinational industrial corporation • “Overnight” transition into globe • Between 1960-1970 • Nutrena (subsidiary)- 27 domestic feed mills • Peruvian fishmeal- plant and fleet • Soybeans in Spain and Netherlands • Purchased Hens- feed manufacturing in France, W. Germany, and Belgium • Breeding stock- Canada for integrated package of feed mill and poultry
Third World Markets • South Korea • Breeding, feed processing, and poultry processing conglomerate • 95% of processing came from US govt. • Cooley Amendment to PL 480 allowed for loans • Those who had assisted us in Korean War were rewarded with jobs in Cargill Korea • When profits were down: deferred loan payments and asked for govt. intervention on behalf of Korea
Cargill and the state • Impossible to operate without govt. support • PL 480, port facilities, tax concessions, legal and financial assistance • Very influential with politicians: Hubert Humphrey& Nixon • William Pierce deputy Special Trade rep. and headed 1973 Trade Reform Act • “Grain is the elbow of the people in the USDA” • U.S.- U.S.S.R and U.S.- China Economic Trade Council
Profiteering and the Future of grain trade • Exploits small farms • Lucrative trading • 40% return off assets • Expanding to other markets • ½ sales outside of grain
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