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Okay. You ■ are, then, a grower with, practically speaking, only one customer. For processors within a belt or section must all pay about the same price for their raw ~ , material. If one pays less than the others, he doesn’t get the fruit. If he pays more, the cost of his finished product is too high. So. . ; processors of one belt, with one price-level, and with a decided preference for buying from growers who supplied them in past seasons, are, in effect, one customer.
If you have only one customer for your product, and he knows it and you know it, you DON’T SELL your product. You just DELIVER to him, at the price he sets, and under the conditions he sets. n
That price, year in and year oat, is based mainly on his own needs, beliefs and information;—what will make a profit for him, the buyer. Whether that price is pro-_ fitable also to you is more of a wish than anything else. The customer, being human, and on the whole, kindly, prefers to pay you a good price. So long as he can clearly see a profit for himself, he will pay you a price that also holds a profit for you.
But, being still human, when this one customer cannot see a profit for himself; when uncertainty rules (as it does mostly) and loss is a possibility or a threat—as it usually is—this customer will move sharply to protect himself. And will move first and mostly ab the expense of those who can resist him least. All of us operate under it: growers, processors, everybody.)
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