Hughes and Cadilhon provide a detailed analysis of KG Fruits Ltd, a cooperative of 80 berry farmers in the United Kingdom who collectively hold a 45 percent share of the British market and supply all the major retailers. From their humble beginning over three decades ago, much of their success is attributed to the recognition by the seven founding members that they were the most able to produce the fruit, but a third party marketing company could market their fruit more efficiently. Moreover, in order to lower the costs of production and marketing, the growers collectively pooled their input requirements. Very early in the evolution of the business, the lack of trust was identified as the biggest risk constraining the overall business. To overcome some of the growers’ concerns, the cooperative does not pool fruit: each member’s fruit is sold to a specific buyer and the grower receives the price that the sales team were able to extract from that buyer. Growers pack their own fruit and are charged a commission on fruit sold by KG Fruits, the level of commission reflecting the size of sale (i.e. lower commission rates for larger orders). Size is also important to ensure that the cooperative has some countervailing power and to generate sufficient funds to invest in the future competitiveness of the cooperative. The cooperative is governed by a Board of Directors which oversees the commercial business of the cooperative and meets monthly. Membership is not open and new growers must apply and be approved by the Board. As the cooperative has expanded, the one-member-one-vote rule has been amended to allow larger-scale growers to have a proportionately greater say and ownership in the company. However, the maximum ownership that any one grower may hold has been capped at ten percent. Rather than pass all the profits back to the growers, a proportion of the profits is retained for reinvestment. Should a grower elect to leave the cooperative, the contributions that he or she has made to this account can be withdrawn, thus also providing some capital growth based on patronage. More recently, the cooperative has developed close relationships with two strategic partners, providing the cooperative with an increased presence in the market when their own fruit is not available and exclusive access to some of the world’s best planting material.