business and revenue remains un-captured. Last year the Cargill produced 322,505 tons of feed over all, out of which 186,935 tons were dairy feed (58%). The district earned $60 million in sales and $2.7 million in after-tax profits, down from the $3.25 million earned during the 1998-1999 fiscal year.
The Pacific Coast District has recently undergone some changes in management and are aggressively hiring and training top consultants to staff its sales force. Their new strategic intent is to become the most visibly aggressive nutrition technology provider on the west coast while being the best at providing value to their customers. Cargill AND wants to repeat the success obtained by in the northeast districts, by expanding their Focus Feed business (custom feed & management services) and focusing on higher margin products. The district's goal is to increase it's 11I percent market share to 20 percent in the next two years and increase its gross profit by at least $ 100,00 each year. The deployment of Cargill's new technology and better use of their available technology in the growth of their Focus Feed programs could allow them to reach such goals.
In Table 3. we can see that dairy feeds had a 2% increase in sales from the year prior but it was mostly due to the 13% increase in calf-feed tonnage. This increase in calf- feed sales is partially do to its Herd Builderm product performance. This product is one of their new-generation products (a category creator) and focuses on a unique benefit, bringing heifers to first calving in 22 months (rather that 24mo.). The same result could be obtained by continuing to apply the new generation technology of Focus Feed in the cow-feed business.
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