HIGHLIGHTS 
Many agricultural leaders are aware of the need for more aggressive coopera- 
tive expansion in marketing and processing. These leaders are focusing atten- 
tion on the possibilities of increasing marketing efficiency through integra- 
ting and consolidating the operations of fruit and vegetable cooperatives. 
Trends and current status of these associations are presented in this report. 
Some noted changes in the characteristics and trends of fruit and vegetable 
cooperatives that market, process, and bargain since the early 1950's are: 
Marketing.--1l. The numbers of fresh fruit and vegetable marketing associa- 
tions and memberships declined (30 percent and 52 percent, respectively) be- 
tween 1952 and 1964. Volume of business, however, increased from $370 million 
to $522 million. 
2. The number of fruit and vegetable marketing associations also engaged in 
purchasing and production service activities increased from 135 in 1952 to 
158 in 1964. There is a trend toward providing member-growers with more 
supplies, services and technical advice in order to compete more effectively 
in today's agriculture. 
3. Purchases of fresh fruits and vegetables by large-volume buyers in recent 
years has shifted from large city terminal markets to country shipping points, 
and to buying on a rigid specification basis. These large-volume buyers often 
buy several carloads of one variety of a product of a given grade. 
4, Fourteen fresh fruit and vegetable marketing associations merged or con- 
solidated with other associations between 1957 and 1965, as indicated by a 
special FCS survey in 1965. Eleven of these were citrus associations, 10 
of them in California and one in Florida. 
5. Pooling is the most popular grower payment method used by fresh fruit 
and vegetable cooperatives. The individual account method ranks second. 
6. The general pattern is for fruit and vegetable cooperatives to sell mem- 
bers' products as an integral part of their operations. Cooperatives sell 
most of their fresh fruits and vegetables directly to chain stores rather 
than through brokers or other agents. 
Processing.--l. Many processing cooperatives started as marketing associa- 
tions for fresh fruits and vegetables. Some farm supply cooperatives have 
also started processing fruits and vegetables, mainly to provide grower- 
members with an outlet for their products. 
2. A 10 percent decline between 1952 and 1964 in number of fruit and vege- 
table processing cooperatives was accompanied by a 16 percent decline in 
memberships. 
3. The annual business volume of $172 million for 65 processing associa- 
tions in 1952 compares with $476 million for 59 associations in 1964. In 
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