Contents:

1. 1.1 Executive synthesis 1.2 Prospects 1.3 Threats and opportunities 2. ENVIRONMENTAL CONTEXT 2.1. Business identification and segmentation 2.1.1 Activity definition 2.1.2 Business segmentation 2.1.3 Main products 2.2 Production, foreign trade and apparent consumption 2.2.1 Activity development 2.2.2 Seasonality 2.2.3 Foreign trade 2.2.4 Apparent consumption 2.2.5 International situation 2.3 Demand 2.3.1 Demand typology and segmentation 2.3.2 Use functions and substitute products 2.3.3 Client groups 2.3.3.1 End consumers 2.3.3.2 Intermediate customers 2.3.4 Life cycle 2.4 Competitive forces, barriers and key success factors 2.4.1 Intensity and mobility of competitive forces 2.4.1.1 Present competitors 2.4.1.2 Suppliers 2.4.1.3 Customers 2.4.1.4 Substitute product pressure 2.4.1.5 Potential competitors 2.4.2 Sector barriers: intensity and mobility 2.4.2.1 Barriers to entry 2.4.2.2 Barriers to exit 2.4.3 Key success factor mobility 3. ANALYSIS OF THE COMPETENCE 3.1 Companies 3.1.1 Supply structure 3.1.1.1 Employment 3.1.1.2 Localization 3.1.1.3 Installed capacity 3.2 Competitive strategies and maneuvers 3.2.1 Strategic groups 3.2.2 Competitive strategies 3.2.2.1 Bulk dealers 3.2.2.2 Diversified producers 3.2.2.3 Concentrated producers 3.2.2.4 Dealers specialized in fractionation 3.2.3 Diversification and integration 3.2.4 Positioning of the companies before key success factors 3.2.5 Brand positioning 3.2.6 Strength and weakness of companies 3.2.7 Advertising 3.3 Performance of the competence 3.3.1 Company market shares 3.3.1.1 Production shares 3.3.1.2 Export 3.3.1.3 Import 3.3.1.4 Domestic market 3.3.2 Profitability 3.3.3 Debt and financing 3.3.4 Conclusions 4. ANNEX 4.1. Consulted sources 4.1.1 Primary sources 4.1.2 Secondary sources 4.2. Directory of the main companies of the sector 4.3. Methodological glossary

Summary:

1. EXECUTIVE SUMMARY 1.1 Executive synthesis 1.2 Prospects 1.3 Threats and opportunities 2. ENVIRONMENTAL CONTEXT 2.1. Business identification and segmentation 2.1.1 Activity definition 2.1.2 Business segmentation 2.1.3 Main products 2.2 Production, foreign trade and apparent consumption 2.2.1 Activity development 2.2.2 Seasonality 2.2.3 Foreign trade 2.2.4 Apparent consumption 2.2.5 International situation 2.3 Demand 2.3.1 Demand typology and segmentation 2.3.2 Use functions and substitute products 2.3.3 Client groups 2.3.3.1 End consumers 2.3.3.2 Intermediate customers 2.3.4 Life cycle 2.4 Competitive forces, barriers and key success factors 2.4.1 Intensity and mobility of competitive forces 2.4.1.1 Present competitors 2.4.1.2 Suppliers 2.4.1.3 Customers 2.4.1.4 Substitute product pressure 2.4.1.5 Potential competitors 2.4.2 Sector barriers: intensity and mobility 2.4.2.1 Barriers to entry 2.4.2.2 Barriers to exit 2.4.3 Key success factor mobility 3. ANALYSIS OF THE COMPETENCE 3.1 Companies 3.1.1 Supply structure 3.1.1.1 Employment 3.1.1.2 Localization 3.1.1.3 Installed capacity 3.2 Competitive strategies and maneuvers 3.2.1 Strategic groups 3.2.2 Competitive strategies 3.2.2.1 Bulk dealers 3.2.2.2 Diversified producers 3.2.2.3 Concentrated producers 3.2.2.4 Dealers specialized in fractionation 3.2.3 Diversification and integration 3.2.4 Positioning of the companies before key success factors 3.2.5 Brand positioning 3.2.6 Strength and weakness of companies 3.2.7 Advertising 3.3 Performance of the competence 3.3.1 Company market shares 3.3.1.1 Production shares 3.3.1.2 Export 3.3.1.3 Import 3.3.1.4 Domestic market 3.3.2 Profitability 3.3.3 Debt and financing 3.3.4 Conclusions 4. ANNEX 4.1. Consulted sources 4.1.1 Primary sources 4.1.2 Secondary sources 4.2. Directory of the main companies of the sector 4.3. Methodological glossary

Companies Mentioned

ACEITERA MARTÍNEZ ARCOR ASOC. COOP. ARGENTINAS BUYATTI CALSA CARGILL FLORA DÁNICA GENARO GARCÍA S. A. GERMAIZ GLENCORE GRUPO BUNGE GRUPO URQUÍA – ACEITERA GRAL. DEHEZA LOUIS DREYFUS SACEIF MOLINO CAÑUELAS MOLINOS RIO DE LA PLATA NIDERA S. A. REFINERIAS DE MAIZ TANONI TOEPFER UNILEVER VICENTIN S. A. I. C.