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Wisconsin State Cranberry Growers Association / Thirty-eighth annual proceedings of the Wisconsin State Cranberry Growers' Association. Thirty-eighth convention, Pavilion, near Nekoosa, Wisconsin, August 12, 1924. Thirty-eighth annual meeting, Wisconsin Rapids, Wisconsin, January 13, 1925

Macklin, Theodore
Co-operative marketing,   pp. 7-13 PDF (1.7 MB)

Page 10

see the man who, when he understood it light, won't pay his part of
the cost.
I want to take an illustration from the orange people, to show what
people who have the best kind of a market there do. Mr. Powell,
of the California Fruit Growers Exchange sells the lemons. Mr.
King sells the oranges. The same organization sells both, but have
95% of the lemons in the organization, and only 65% of the oranges.
Here is the trouble. Suppose that you are making plans for all the
business. Is there anybody else making plans if you make them all?
Is there anybody else trying to apply those plans? You apply them
all, then nobody can upset your plans; nor can there be anybody try-
ing to upset them. Will they do it anyway? They won't. Simply
this: that if one organization with a small industry like lemons, or
oranges, or cranberries makes one set of plans, and makes those plans
as perfect as possible, and one organization executes those plans,
there is nobody to upset your organization.
Now let us jump to Kilima. They have 98.7%k of the cheese of that
country. Kilima cheese has been advertised, and there is a preference
for it, and it runs from 1 to 41%c to Wisconsin cheese. This is about
20% more money for the same kind of cheese because you have an
organization that the public has confidence in. When they say they
will supply your market, the public has confidence, because you have
98.7% of the cheese. You don't turn around for the little you lose
every day. They have no means for accidentally breaking down your
program. These people who haven't caught the light want to catch
that light.
Not long ago, I was studying an organization with a serious prob-
lem. There was one fellow working for that policy, and when he
saw the crowd coming his way, his narrow personality got the better
of him. He said, "Won't I have a chance to crow over my neighbors
when this thing goes through ?" The crowing hurts the fellow who
joins with us. It is very often these little personalities that we don't
rise above that keep these extra people from joining.
Another organization went out to say a certain way of doing a
certain thing is all wrong. When this organization got to going
strong on their study of the case, they found that the thing the pri-
vate organization was doing was what they had ought to do. You
can't do a wrong better until you change the idea that was wrong.
They often get poorer results from the farmers because they followed
the wrong policy. When a man says this organization is right, or
makes any remark that puts him on record, it is hard to go back on
it, because he has to have a disposition harder than the average dis-
position. If you commit yourself to somebody and feel that you are
right, and "lose face" and go back on what you said, remember that
"It is only a wise man who changes his mind." That has come down
through the ages. It takes a bigger man who reserves the right to
change his mind when he gets a new light.

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