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Status of Wisconsin Agriculture 2010 - Agricultural & Applied ...

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Spatial Expansion <strong>of</strong> Organic Dairy Farms in Southwest <strong>Wisconsin</strong><br />

Legend<br />

• Organic farms<br />

•<br />

•<br />

Conventional farms<br />

* Organic Valley<br />

★✪<br />

★✪<br />

5 organic farms<br />

ers commensurate with the cooperative’s penetration<br />

and sales growth in new markets. Each year, contracts<br />

with members coordinate on both price and quantity.<br />

Members seeking to make significant expansions or<br />

increases in production need the Organic Valley’s<br />

explicit permission to add more milk to the cooperative’s<br />

regional pool. In periods <strong>of</strong> rapid demand growth,<br />

quantity restrictions were not much <strong>of</strong> an issue, but they<br />

were written into the contract and in producer’s expansion<br />

plans. This meant that joining Organic Valley<br />

Cooperative was easier during periods <strong>of</strong> initial expansion<br />

into markets than when it had become established<br />

in a market, unless demand growth was strong enough<br />

to warrant adding new members. In other words, for<br />

Organic Valley Cooperative, a fundamental aspect <strong>of</strong><br />

★✪<br />

1998 2001<br />

2004<br />

81 organic farms 131 organic farms<br />

46 STATUS OF WISCONSIN AGRICULTURE <strong>2010</strong>—FRAMING THE FINANCIAL CRISIS<br />

★✪<br />

39 organic farms<br />

★✪<br />

2008<br />

developing an effective supply management strategy<br />

has been limiting the number and rights <strong>of</strong> members<br />

and coordinating their production. To reiterate, this<br />

approach is not novel to cooperatives. There is a long<br />

history <strong>of</strong> such efforts, as cooperatives have legal rights<br />

to try to shape supply conditions in a way that private<br />

firms do not.<br />

It is no accident that in 2009, when it faced the end <strong>of</strong><br />

tremendous demand growth and the prospect for much<br />

lower prices, Organic Valley had the supply management<br />

architecture in place to deploy. It was part <strong>of</strong> the<br />

cooperative’s original organizational design, available<br />

when needed. When it was needed, the cooperative’s<br />

leadership activated it. Of course, it did not hurt that<br />

Organic Valley was a national market leader <strong>of</strong> organic

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