After the committees decided all organizational features, they retained 

 a legal firm to help prepare articles of incorporation and other 

 necessary papers. This material was filed with State authorities, 

 and conformed to the cooperative marketing statutes of the State in 

 which the association was to be headquartered. 



When phases concerning organizational policy and procedure were com- 

 pleted, directors, and officers elected, and a manager appointed, 

 attention was directed toward finances. 



Consideration of financial sources was on the basis of amount and 

 cost of funds needed and growers' willingness to invest in the new 

 organization. It had to be determined if a new warehouse was to be 

 constructed, or if an existing facility could be purchased, leased, 

 or rented. Cost and availability of funds were two determining 

 factors. 



The average seasonal volume of tobacco expected to be handled, floor 

 space required to serve the estimated number of patrons, and size and 

 type of existing facilities in the local market were also important 

 considerations. Tobacco volume and number of patrons were estimated 

 both on a seasonal basis and on the basis of maximum daily activity 

 during the height of the marketing season. Acquisition of facilities 

 and equipment, hiring of employees, and development of a sales policy 

 conformed to the best interests of the association's grower members, 

 taking into consideration the quasi- legal structure of the local 

 tobacco market, and State statutes on tobacco marketing. 



At some time during the planning and development stage, a public re- 

 lations program was outlined. Such a program was to inform members 

 and potential patrons of the benefits offered by the organization. 

 It also stressed that benefits were, in large part, dependent upon 

 membership loyalty and support. 



During their formative period several associations requested assistance 

 from farm organizations, local businessmen, banks for cooperatives, 

 and others. Support offered consisted of furnishing information on 

 organizational matters, encouraging public support, lending financial 

 aid, and furnishing personnel (table 1). Farmer Cooperative Service 

 advised some associations confronted with various organizational and 

 operational problems during their initial and later periods of 

 operation. 



