STOCK-TAKING 167 



naturally too, these farmers become impatient, 

 and many in the heat of resentment throw bricks 

 at their own heads by knocking the organization, 

 which, with determined support, offers them 

 the most ready way of deliverance. So, con- 

 sidered from the standpoint of extension into 

 hew territory, the limitations of the company in 

 entering new fields is a serious handicap. This 

 must be squarely faced, and patience both 

 cultivated and encouraged. 



Perhaps there has been no more serious 

 obstacle to the practice of the co-operative 

 marketing business amongst farmers than their 

 reluctance to let their produce out of their im- 

 mediate hands without receiving cash for it on 

 the spot. Cash business is, without dispute, the 

 sane method, but co-operative business in its 

 most highly developed form can be considered as 

 a cash business. The factors involved can be set 

 out most clearly by illustration. 



In the early days when money was scarce and 

 needs pressing, the settler obtained credit from 

 his store keeper. But the merchant did not 

 give that service for nothing. Not only did he 

 figure in his margin of profit interest to cover 

 the investment, but also a handsome percentage 

 to make up for doubtful debts. In other words, 

 the customer* paid for the service. Now, when 

 the drover pays cash for the hog, and the packer 



