GRO wees' national MARKETING AGENCY. 13 



very popular in the Middle West. New York City prefers a dark- 

 colored berry, while Pittsburgh, St. Louis, and many western mar- 

 kets prefer the lighter-colored fruit as the darker fruit is considered 

 by them overripe. 



In order that national distribution might be accomplished, such 

 as the exchange contemplated, it was necessary that standardized 

 grades be established and that these grades be designated by widely- 

 known brands. The adoption of company brands at first restrained 

 a number of the largest growers from joining the cooperative associ- 

 ations, because of their objection to surrendering the individual brands 

 under which they had been selling fruit for many years. However, 

 most of these growers later joined and are now loyal supporters of the 

 exchange. 



There are several principal varieties of berries grown in the three 

 States. These varieties are classified according to size, color, and 

 shipping quality. The latter is taken into consideration because 

 berries which are of the same variety and color often differ as to 

 shipping quality. The shipping quality is usually determined en- 

 tirely by experience and personal judgment. To take care of these 

 numerous differences, it was found necessary to establish some 80 

 different brands. This allows a buyer to order the exact type of 

 berry he wishes merely by designating the brand. 



The associations employ a number of district field agents who regu- 

 larly visit the growers in their own districts during the packing period 

 to inspect the crop and insure proper grading and packing, to collect 

 information as to the quality and quantity of the crop, to keep the 

 members informed as to the trend of markets, to arrange for ship- 

 ments, and to be of service to the members and their sales agency. 



POOLING. 



Another change brought about through cooperation was the estab- 

 lishment of pooling systems, an innovation in the cranberry industry. 

 Previously, companies which had been formed for the marketing of 

 berries had sold on a commission basis, remitting to the grower the 

 price which his particular berries had brought, minus the commission. 



The manager of the newly organized selling agency believed; how- 

 ever, that centralized selling control was a necessity, if success were 

 to be attained. In order that centralized selling control might be 

 established, it was necessary to adopt some system that would elimi- 

 nate the possibility of unfair distribution of high or low priced orders 

 among the members. In addition, it was necessary to equalize transit 

 risks and market fluctuations after the berries were out of the 

 growers' control. The poohng system was adopted as answering 

 these purposes. 



