6 VEGETABLE FORCING 
the marked advantages is in the selling of produce. A 
shrewd business man can attend to all sales. To obtain 
the best prices he must be constantly informed of crop 
conditions in competing sections, and he must have a 
thorough knowledge of the problems relating to distribu- 
tion. If all greenhouse sections were properly organized 
and affiliated with a general organization, market slumps 
would. rarely occur. (3) Supplies, such as greenhouse- 
building materials, pipe, tools and fertilizers, may be 
purchased at lower cost because of larger orders. 
(4) Each community might work to advantage through 
its organization in the production of well-bred seed. This 
would be especially valuable in obtaining greater uni- 
formity of the products offered for sale. (5) Organization 
promotes uniformity in the packages used, and also more 
thorough and skillful grading and packing. (6) If the 
produce is sold through a general manager, the grower is 
relieved of the worry, trouble and responsibility of finding 
a market, and is thus permitted to devote all his energy 
to production. (7) Fraternal advantages. Growers are 
brought closer together and the community enjoys a more 
delightful fellowship than is possible when neighbors are 
constantly competing with one another in business 
matters. 
Southern competition is tnquestionably the most 
serious obstacle to the development of vegetable forcing 
in the North. There are times when southern-grown 
lettuce, cucumbers and tomatoes are rushed to the great 
markets in such enormous quantities that northern green- 
house growers are forced to sell their products at very 
low prices. These periods of depression occur almost 
every year and are barriers to the extension of the forcing 
industry; the result is to make greenhouse building in 
the various sections rather spasmodic. For example, 
Boston, in 1910, built no houses for vegetable forcing 
because of the two discouraging previous seasons, when 
