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— U.S. cooperators have a special role to play in building business 

 links with newly-privatized companies throughout the developing and 

 former centrally-planned economies. Those companies will be the 

 leaders in expanding their food systems and in determining the food 

 products that will be purchased, processed, distributed and consumed. 



We need to maximize our presence in those countries and this will 

 require reallocation of our human and capital resources. 



To achieve these marketing objectives, there should be "co-location" 

 of the individual cooperator offices at a minimum. This is not only a 

 budget-driven proposal, but also a recognition of the structure of 

 markets and buyers today. Many buyers are clients of multiple 

 products, for example. 



We then need to look further at building a "team" concept for 

 cooperators which would include co-servicing and resource- pooling, 

 creating central regional bases or staging areas for specialists and 

 smaller in-country service teams. 



Fifth, as export subsidies are first capped and then reduced under the 

 Uruguay Round terms, the Export Enhancement Program (EEP) operations 

 should be re-structured to enhance commercial flexibility in using 

 permitted subsidy levels to maximize the trade effect. 



