| dc.description.abstract | This is a study of the development and annual business operations of the Clyde Cooperative Association of Medford, Oklahoma. The object is to evaluate the factors which have contributed to the success of the association and are likely to influence its future operations. The scope of the study includes an analysis of the growth and development of the association; the financial structure and operations from 1943 through 1947; and the annual operations of each station in the association from 1945 through 1947. The cooperative, which started as a small local unit in 1921 with twenty stockholders, has expanded into a multiple unit firm with more than six hundred stockholders in 1947. The elevator capacity has increased to over 700,000 bushels and plans are being formulated for further expansion. The analysis of the financial structure indicates that the total assets of the firm have increased from $204,432 in 1943 to $654,754 in 1947. This increase was accomplished by the use of facility loans, certificates of indebtedness, retention of annual earnings, and the sale of capital stock. A compaison of financial and operation ratios with similar cooperatives indicated capable management. The operating statements show that the net savings increased from $60,196 in 1943 to $110,273 in 1947. The operating expenses in creased each year and salaries and wages accounted for 54.8 per cent of the total average expenses. The analysis of station operations reveals that each station earned a net saving each year. Sideline activities indicated a net loss at only one station for this 1945 through 1947 crop years. The study indicates a need for careful consideration of such problems as follows: (1) maintain a sufficient volume in periods of business regression to meet the increasing fixed expenses, (2) more efficient utilisation of the time and abilities of each employee, (3) further departmentalisation, accompanied by the addition of an assistant general manager, (4) developement of a more unified merchandising program, (5) further improvement of accounting procedures, (6) special endeavor to further reduce operating expenses, (7) further centralization at Medfored and Lemont, (8) centralised purchasing and inventory control of sideline products, (9) a program for membership education and public relations, (10) repayment of facility loans and certificates of indebtedness as rapidly as net savings permit, (11) a special effort to control credit sales, (12) development of personnel to replace future vacancies in key managemnet positions. | |
