We obtained financial and business records for the most recent 5 years 

 and interviewed management to obtain information on organization 

 structure, facilities, operating methods, sales arrangements and outlets, 

 charges and services performed. Because of its confidential nature, the 

 section that discusses the financial condition and operating results 

 for each organization is included only in FCS Case Report No. 321 for 

 limited distribution to officials of the respective organizations. 



The eight marketing organizations studied are: 



Atlantic County Market Growers Association Cooperative, Inc., 

 Egg Harbor City, N. J. 



Cedarville Cooperative Marketing Association, Inc., Gedarville, N. J. 



Gloucester County Agricultural Cooperative Association, Inc., 

 Glassboro, N. J. 



Cooperative Growers Association, Inc., Beverly, N. J. 



Landisville Fruit Growers' Cooperative Association, Landisville, N. J. 



Tri-County Cooperative Auction Marketing Association, Inc., 

 Hightstown, N. J. 



Hammonton Cooperative Fruit Auction Association, Inc., Hammonton, N. J. 



Swedesboro Auction, Inc., Swedesboro, N. J. 



THE BASIC PROBLEM AND ITS SYMPTOMS 



Members of the seven New Jersey fruit and vegetable marketing cooperatives 

 and producers-stockholders of one farmer controlled corporation included 

 in this study can achieve really meaningful economic objectives through 

 cooperative marketing if they solve a basic problem common throughout 

 their organizations: lack of commitment . 



The following discussion cites several examples of a need for greater 

 commitment on the part of the associations' management -- both hired and 



elected. . . 



■ • ^\ 



1 . There is a need for commitment to provide equity capital . 



All but Swedesboro (a noncooperative, primarily farmer-owned stock cor- 

 poration) are nonstock membership cooperatives with annual membership 

 fees ranging from $1 to $5. Even these amounts are deducted from the 

 seasons' first payments to producers -- not out-of-pocket grower expendi- 

 tures. The remaining equity capital are reserves derived from retained 

 savings . 



