Although the United States exports large volumes of agricultural commodities, there is much faster growth in trade of value-added products. As markets for traditional agricultural commodity exports mature and world consumption and trade of value-added agricultural products increase, considerable interest in identifying growth markets for value-added agricultural products has developed. Most research on prospects for agricultural trade in value-added products has relied on using past growth to predict future growth for individual countries. However, comparisons across countries, rather than for individual countries over time, may be of greater value in marketing decisions. Past studies may, for example, understate the potential of a future customer if it is not currently a customer. This report identifies global market segments for value-added agricultural products, by clustering countries with like characteristics. Twenty-six variables are selected as potentially affecting consumption and trade of value-added products. The variables include economic and trade variables such as gross domestic product export, and imports, but also includes variables that affect total and value-added food consumption, such as calorie consumption, age distribution, media availability, and female labor force participation. The 26 variables are analyzed in a factor analysis and the resulting factor scores are used in a cluster analysis of 119 countries, using the latest year of complete data, 1989. Results for ten clusters are reported and discussed. The ten clusters have practical considerations for trade in value-added agricultural products. Knowledge of these market segments can aid in developing market strategies for different clusters. Countries with little potential for growth in value-added product consumption can be targeted with commodities or intermediate-value goods. Countries that have the greatest potential for future growth in consumption of value-added trade can be targeted for further analysis. Development of a successful marketing strategy requires many additional considerations, including product formulation, global competition, choice of entry mode, logistics, and tariff and non tariff barriers.