17 
of the potatoes sold for all purposes in 1964-65. In New England coopera- 
tive marketings represented 13 percent of the potato crop. In Idaho, 
Colorado, and other Mountain States, grower associations marketed about 
8 percent of the total»potato production during 1964-65. 
A comparatively large percentage of the 1964-65 United States celery 
crop moved to market through cooperatives. About 72 percent of celery 
produced in Florida (South Atlantic States) and about half of the Mi- 
chigan celery crop (East North Central) was marketed by cooperatives. 
Although the Pacific region, primarily in California, produces more 
than half the U.S. celery supply, cooperatives handled only 10 percent 
of production in that region. 
Cooperatives handled only 7 percent of the tomatoes produced for fresh 
market in 1964-65. They were of little importance in marketing this crop 
except in the East North Central region -- a minor producing area. Coop- 
eratives were also of little national importance in marketing lettuce 
and watermelons. 
Most cooperatives that specialize in marketing vegetables handle them 
only for the fresh market. Although some specialize in one commodity, 
most handle a number of vegetables, and some market a complete line 
of products. 
Operating Methods 
Most of the fresh fruit and vegetable associations surveyed in 1964-65 
used two basic payment methods in accounting to members for produce sold. 
One method was to segregate commodities by quality, size, or other dif- 
ferentiating characteristics recognized by the market and return to 
growers an average or pool price received for the various lots. 
The most commonly used pooling method for fresh fruits and vegetables 
was that of grading the product, placing each grade in a separate 
pool, and paying producers the average price received for products in 
each pool. Growers received payments usually on the basis of actual 
returns for each grade less the pro rata expenses, or on a fixed 
differential basis less operating expenses. 
Under the other plan, the association sold each member's products as a 
separate lot. Growers received receipts from the sale, less deductions 
the association made to cover its service charges. This method is 
known as selling on individual account. 
The advantages of pooling usually outweigh the disadvantages. Pooling 
(1) spreads marketing risks -- of price changes, of proper market se- 
léction, and others that complicate merchandising the product; (2) ena- 
bles management to plan an effective merchandising program; (3) gives 
management greater flexibility in placing and in timing shipments to 
