growers' national marketing agency. 13 
very popular in the Middle West. New York City prefers a dark- 
colored berry, while Pittsburgh, St. Louis, and many western mar- 
kets prefer the lighter-colored fruit as the darker fruit is considered 
by them overripe. 
In order that national distribution might be accomplished, such 
as the exchange contemplated, it was necessary that standardized 
grades be established and that these grades be designated by widely- 
known brands. The adoption of company brands at first restrained 
a number of the largest growers from joining the cooperative associ- 
ations, because of their objection to surrendering the individual brands 
under which they had been selling fruit for many years. However, 
most of these growers later joined and are now loyal supporters of the 
exchange. 
There are several principal varieties of berries grown in the three 
States. These varieties are classified according to size, color, and 
shipping quality. The latter is taken into consideration because 
berries which are of the same variety and color often differ as to 
shipping quality. The shipping quality is usually determined en- 
tirely by experience and personal judgment. To take care of these 
numerous differences, it was found necessary to establish some 80 
different brands. This allows a buyer to order the exact type of 
berry he wishes merely by designating the brand. 
The associations employ a number of district field agents who regu- 
larly visit the growers in their own districts during the packing period 
to inspect the crop and insure proper grading and packing, to collect 
information as to the quality and quantity of the crop, to keep the 
members informed as to the trend of markets, to arrange for ship- 
ments, and to be of service to the members and their sales agency. 
POOLING. 
Another change brought about through cooperation was the estab- 
lishment of pooling systems, an innovation in the cranberry industry. 
Previously, companies which had been formed for the marketing of 
berries had sold on a commission basis, remitting to the grower the 
price which his particular berries had brought, minus the commission. 
The manager of the newly organized selling agency believed, how- 
ever, that centralized selling control was a necessity, if success were 
to be attained. In order that centralized selling control might be 
established, it was necessary to adopt some system that would elimi- 
nate the possibility of unfair distribution of high or low priced orders 
among the members. In addition, it was necessary to equalize transit 
risks and market fluctuations after the berries were out of the 
growers' control. The pooling system was adopted as answering 
these purposes. 
