[No. 3.] 
 
 HOW TO OEGAHIZE 
 
 A BRANCH OFAWjS. • 
 
 UNION SUPPLY & MUTUAL BENEFIT 
 
 CO-OPERATIVE ASSOCIATION. 
 
 A. R. FOOTE, 
 
 SSt BRO.A.E'W.A.-ar 
 
 NEW YORK. 
 
 BROOKLYN, N. Y. : - 
 
 M. S. Vernon, Printer, 134 Franklin Street, 
 1879. 
 
HOW TO ORGANIZE 
 
 , A BRANCH OF THB 
 
 ■UNION SUPPLY AND MUTUAU. BDI>"EFIT 
 CO-OPERATIVE’ A5JSOGI ATION. 
 
 Commercial Co-operation, in the United States, is as yet 
 but an idea, while many students of Political Economy have 
 studied its principles, and are to a certain degree, familiar 
 with the history of its inception and progress in Europe, 
 none of them have ever sought to give it a practical trial in 
 this country, by establishing a business founded on such 
 principles. 
 
 There are numerous instances of individual societies 
 having undertaken a partial application of the theorv of 
 Commercial Co-operation, but unfortunately they have been 
 guided by persons, who, but imperfectly understood the 
 nature of the work, or worse still, by persons who have 
 sought to couple some religious or social reform, with a re- 
 form in business proceedure. 
 
 The Principles of Commercial Co-operation are wholly 
 Financial. 
 
 They have no relation to Political Issues, except as they 
 may help to direct personal judgment, when financial ques- 
 tions are before the public. 
 
 They are related to Social Questions, only as they teach 
 that each member of society is a partner in all its interests, 
 as they secure protection for the poorest member, by con- 
 sidering his rights in all the details of his transactions, and 
 as they seek to improve society by providing a way by 
 which each person can best help himself. 
 
 They relate to Morals or Theology, only on the broad 
 basis that they encourage honesty, economy, industry, and the 
 accumulation of wealth hy the Masses, Whatever does this, 
 must tend to foster virtue and repress vice. 
 
4 
 
 This statement as to its principles, is necessary to a right 
 understanding of the means by which “Commercial Co- 
 operation” may be promoted. 
 
 The first question to consider is, 
 
 WHY ORGANIZE? 
 
 1st. Because one jpersgn can “ Co-operate” with another, 
 only thi^ougJi ai;i ^T^gyCitzafcon. 
 
 2d. no ^organization for the purpose, 
 
 where the^brg^uc]>orgaii^^^(5n;is desired. 
 
 3d. tB^^usfe*/tb*er^Va:ir^* d multitude of organizations for 
 “ Com<mercM Cojnpe^iticmj” each seeking the life blood of 
 the other, or so much of it as can be taken 
 
 legally. 
 
 4th. Because the ^^Gompetitive System^ of business encourages 
 deception, and is founded on injmtice. 
 
 5th. Because any business organized for the beneft of one 
 'person, or a limited number of persons associated as partners, or 
 inx^orporated as Stock Companies, appropriates for the benefit 
 of that person or those persons, all the profits of the 
 BUSINESS DONE ; a part of which, “ in equity,” belongs to the 
 labor and the patronage 'ivhich help to produce such profits, 
 
 6th. Because every person should have an opportunity 
 to patronize that system of business which considers his 
 patronxjuge a wealth producing factor, and gives to him, his equit- 
 able portion of the wealth p)roduced by it, 
 
 7th. Because an organization based on the principles of 
 “Commercial Co-operation,” is the only means of escape from 
 the competitive system of business, ivhich uses labor and patron- 
 age for the enrichment of the few at the expense of the many. 
 
 The foregoing reasons for organizing a Branch Associa- 
 tion, indicate in some degree, 
 
 WHO SHOULD EFFECT THE ORGANIZATION? 
 
 1st. Those who believe the object sought to be just and 
 desirable. 
 
 2d. Those who will stand by a principle they believe to 
 be right, not fearing discouragements and ridicule. 
 
 3d. Those who will seek to promote the good of the As- 
 sociation, by giving it the benefit of their influence, advice 
 and patronage. • 
 
b 
 
 4th. Those who feel great satisfaction in assisting the 
 developement of right principles of business, and in seeing 
 their correctness proven by results. 
 
 5th. Those who are not ashamed of small beginnings, and 
 have the patience to be satisfied with a slow progress, so 
 long as it is sound and healthful. 
 
 6th. Those who know that the establishing of a business, 
 is of the nature of a growth, who know that confidence has to 
 be acquired as well as capital, and who cannot be tempted 
 to over-reach the boundary of prudent management intlie least 
 degree, by an undue desire to make a show in a store, or a 
 showing in a balance sheet. 
 
 7th. Those who know that care and honesty in the pro- 
 duction or sale of one article, is the sure foundation on 
 which to build the production or sale of a thousand articles. 
 Those who will only consent to add article to article in the 
 business of the association, as it shall acquire the strength 
 in experience, capital and patronage, necessary to handle them 
 without risking a strain upon its resources or credit. 
 
 8th. Those who realize that a very important part of the 
 business of the Association must be to illustrate by actual 
 transactions, the workings of the principles of Commercial 
 Co-operation” to educate people to a proper understanding 
 of them ; and those who would regard any failure as a per- 
 sonal loss to themselves and an injury to all others who 
 may be promoting or interested in similar associations else- 
 where. 
 
 HOW CAN THE ORGANIZATION BE EFFECTED ? 
 
 Let all persons, moved by these considerations, hold a 
 meeting for the purpose, choose a temporary Chairman and 
 Secretary, adopt the ‘‘By-Laws ” furnished in a printed form 
 by the “Central Organization,” then elect an Executive Com- 
 mittee of five, to serve until the first regular annual meeting, 
 as provided by the by-laws. This done, each person should 
 subscribe for at least one fund certificate of the second class. 
 
 A certified copy of the minutes of the meeting should be 
 forwarded to the Secretary of the “Central Organization.” 
 
h 
 
 Tlie success of tlie Branch, will depend more on the 
 character and earnestness of those who undertake it, than 
 upon mere numbers. An organization effected by a meeting 
 of ten persons who are determined to give the system a 
 thorough trial, who have confidence in each other, and will 
 stand by their undertaking, will be more certain of success, 
 than one effected by -a meeting of one hundred persons who 
 will only adopt the by-laws, elect a committee, then stand 
 back to see if ‘‘the committee” can make it a success. 
 
 A large membership is desirable only as large capital, 
 large production, or large sales is desirable, as the result of a 
 healthful growth. When business is once commenced, more 
 care should be taken for the results shown in the “Quarterly 
 Balance Sheet,” than for an increase of membership. Each 
 Balance Sheet should be the history of a sound progress. 
 If it is, it will become the association’s most powerful solici- 
 tor to induce an increase of membership, and will be a con- 
 vincing argument on all questions touching the just distribu- 
 tion of wealth. A demonstration of this kind will establish 
 the equity of the principle which, for the division of profits, 
 recognizes capital in all its forms. 
 
 1st. Material Capital, Articles and Money. 
 
 2d. Physical Capital, Labor. 
 
 3d. Nutrient Capital, Patronage. 
 
 “Each needs the assistance of the other.” 
 
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