Peterson

Cooperative Finance: Principles and Practices : 

Cooperative Finance: Principles and Practices © Dr. H. Christopher Peterson, Michigan State University, 2008

Cooperative Finance: Goal? : 

Cooperative Finance: Goal? To support the VALUE PROPOSITION a cooperative seeks to deliver. A value proposition meaningful to members that keeps the cooperative relevant to the marketplace of suppliers, customers and partners. To assure the cooperative can: Pay its bills. Short-run ? liquidity Long-run ? solvency Make the “right” investments. Pay members appropriate returns. proportional, sustainable, and competitive

From a member’s perspective? : 

From a member’s perspective? Cooperative membership is a joint decision to patronize and to invest. Farm Profit from patronizing the Co-op + Investment Profit from Co-op Farm Profit from not patronizing the Co-op + Investment Profit without Co-op >

Would you join this co-op? Case 1 : 

Would you join this co-op? Case 1

When is Case 1 true? : 

When is Case 1 true? Would you join? YES! Traditional open-membership co-op No money up front (or insignificant amount for CS) $100 investment profit = after-tax cash portion of classic patronage refund YES even if retained patronage never comes back! What’s the risk? The co-op can’t afford to pay the cash! The member thinks the $1,100 is all farm profit!

Would you join this co-op? Case 2 : 

Would you join this co-op? Case 2

When is Case 2 true? : 

When is Case 2 true? Would you join? NO! Traditional open-membership co-op No money up front $-100 investment profit = after-tax cash portion of classic patronage refund because: the co-op didn’t return enough cash to pay the member’s taxes! The member is disadvantaged vs. other members

Would you join this co-op? Case 3 : 

Would you join this co-op? Case 3

When is Case 3 true? : 

When is Case 3 true? Would you join? NO! Traditional open-membership co-op No money up front No investment profit Cash patronage refund = taxes paid Patronage refund kept as tax-paid surplus by co-op Retained patronage is never returned (e.g. member has to die to get it) Would the answer ever be YES? If the co-op would deal in a situation when an alternative firm would not. Assuring market access has value! But, how much?

Would you join this co-op? Case 4 : 

Would you join this co-op? Case 4

When is Case 4 true? : 

When is Case 4 true? Would you join? YES! Upfront $700 paid back in little more than 2 years from gain in total of $330 per year. This “yes” holds even if no annual investment profits. New Generation Co-op Taking over the failing assets of an alternative firm Creating a new profitable venture What’s the risk? The co-op assets fail! The member’s opportunity cost changes! The $700 is never paid back! The member really thinks the $1,000 is farm-level profit!

Case 4 Restated! : 

Case 4 Restated!

Would you join this co-op? Case 5 : 

Would you join this co-op? Case 5

When is Case 5 true? : 

When is Case 5 true? Would you join? NO! The member would be better off investing elsewhere. New Generation Co-op Profits beyond the farm are essential. The $700 coming back is essential. Would the answer ever be YES? Again, the issue of market access.

Lesson from the Cases:Total (Co-op + Farm) Profits Matter! : 

Lesson from the Cases:Total (Co-op + Farm) Profits Matter! Cooperative-level profits (net income) Patronage Refunds Dividends on Capital “Retirement” of Equity Member farm-level profits Opportunity differences Price differences Service differences Existence Risk reduction

Full Co-op Value Proposition : 

Full Co-op Value Proposition Dividends +Cash Patronage Refund +PV of Retained Patronage +Opportunity Differences +Price Differences +Service Differences +Value of “Existence” +Value of Risk Reduction Member’s Equity Member’s Return = on Equity

“Principles” of Coop Finance : 

“Principles” of Coop Finance Principle 1: It’s the total profit in the system (cooperative-level and member-level added together) that matters. Can’t look only at cooperative-level. Can’t look only at Member-level. Must “measure” both. Principle 2: Cooperative investment decisions should be a two-step process. Evaluate co-op profit potential as a private firm. Then estimate member level profits. Principle 3: Negotiate and report the “distribution” of the two levels of profits. Principle 4: Do everything Dr. Barton said too!

Why Does It Matter? : 

Why Does It Matter? The future demands more capital, more financial savvy! Product (value-added) ag vs. commodity ag Investment in technology and people Investment in intangible assets Continual product innovation Partnering in the supply chain Technology providers Food industry firms International markets Findings (NCFC Study) Despite the challenges of globalization, unpredictable consumers, and system consolidation, those cooperatives nimble enough to respond to marketplace changes were thriving. And, yes, they found creative ways to raise capital without abandoning the cooperative model.