mentioned and therefore the adjnstnients to l)e made in the New England 

 apple indnstry will depend im which of the twn markets is of primar\' in- 

 terest to New England. 



New Markets 



Since 1946. New iMigiand has increased its share of the markets in New 

 York City. Philadelphia, and Washington. New England has also heen 

 able to gain entrance into Chicago. Cleveland, and Pittsburgh markets 

 into which they never shipped before. 



The region which apparently has lost in the markets that New England 

 has gained is the Far West. 



The Mid-South Atlantic region has increased its share of the New York 

 City market, remained fairly constant in Philadelphia, and has declined in 

 Chicago. In the other cities there were either no trends noticeable or not 

 enough data were available to observe any change if a change were present. 



Prospects for New England 



The problem was to determine the long-run competitive position of New 

 England so that growers would have a rough idea of what to expect in 

 the future and therefore adjust their farm operations accordingly. To 

 arrive at a clear picture of the future of the New England apple industry 

 it was necessary to estimate change in the supply of apples, population, 

 and per capita consumption of apples. With this knowledge it then became 

 possible to determine into which regions New England would find entrance. 

 Two alternative situations with respect to the variables affecting the future 

 of the apple industry were considered. The two alternatives were chosen 

 because they seemed to l)e the most likely to occur in the next 10 years. 

 Both assumptions indicated that New England growers will be in a better 

 relative position in the long run than they have been because New England 

 as a whole will decrease its surplus and should be able to increase its sale 

 of total apples. See Tables 10 and 11. 



The analysis of the competitive position of the New England apple in- 

 iiustry shows that New England growers as a whole have had an improved 

 competitive position relative to growers in other regions. Opportunities 

 for profitable production expansion are present in this region. 



The benefits from expansion and the potential gains from increased 

 sales of apples will vary between producers. The size of the farm, the 

 capital investment, and the combination of resources available will deter- 

 mine whether growers can adapt their orchards to changes in market op- 

 portunities. 



For example, three major management adjustments which could be 

 made are 1. to increase production by improved cultural practices with no 

 change in capital or size of farm, 2. to increase the number of trees without 

 additional investment in equipment, buildings, or permanent labor, and 

 3. to increase acreage of bearing trees through increases in land, labor, 

 and equipment. 



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