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It's no secret that an aggressive co‐op advertising campaign can make an important difference in the marketing of branded consumer products. Consumers do buy the items by brand name, and therefore they can and will respond to the kind of "where‐to‐buy" information that conventional use of co‐op allowances delivers so well.

ABSTRACTWe study a supply chain in which a consumer goods manufacturer sells its product through a retailer. The retailer undertakes promotional expenditures, such as advertising, to increase sales and to compete against other retailer(s). The manufacturer supports the retailer's promotional expenditure through a cooperative advertising program by reimbursing a portion (called the subsidy rate) of the retailer's promotional expenditure. To determine the subsidy rate, we formulate a Stackelberg differential game between the manufacturer and the retailer, and a Nash differential subgame between the retailer and the competing retailer(s). We derive the optimal feedback promotional expenditures of the retailers and the optimal feedback subsidy rate of the manufacturer, and show how they are influenced by market parameters. An important finding is that the manufacturer should support its retailer only when a subsidy threshold is crossed. The impact of competition on this threshold is nonmonotone. Specifically, the manufacturer offers more support when its retailer competes with one other retailer but its support starts decreasing with the presence of additional retailers. In the case where the manufacturer sells through all retailers, we show under certain assumptions that it should support only one dominant retailer. We also describe how we can incorporate retail price competition into the model.

When former classroom teacher Nicolette Siebert wanted a different learning environment for her son, she created The Grove Christian Co‐​op near Jacksonville.

Date is approximate as Sinn Féin changed name to The Workers Party in 1977.

Colleen Hroncich


LeDonna Griffin spent nearly 30 years in Omaha public schools as a teacher and administrator. So she's seen it all—the good, the bad, and the ugly. She knew the challenges in the system, and she was pretty sure she could help families create better options for their kids.
"One of the powerful things I often saw was that children were in their safest place—I mean emotionally, physically, ability to learn new information—in the home," says LeDonna. "With COVID happening and parents feeling very flustered in marginalized communities and looking for alternatives, Leaders to Legends came into existence out of a need. It was a need first. And then it all naturally took place."
Leaders to Legends started out as a consulting company assisting families with various education issues. The homeschool co‐​op came about from parents who were frustrated and told LeDonna "I can no longer have my child experiencing a lack of success." She started with one family asking for homeschool support and it grew from there. "We began in the public library at no fee and started to meet with multiple families. Within three months' time, we outgrew the library and are now housed in a building that we call the Parent Resource Center," she recalls.
The co‐​op currently meets three days a week, Tuesday through Thursday, year round. The families have a lot of control over the co-op—they vote on which curriculum to follow in each subject as well as different aspects of how the co‐​op is run. The school day often starts with affirmations, where they talk about why they attend Leaders to Legends—to grow to be their best self and make the world a better place. "Our whole model is based around 'how can I make the world a better place?'" LeDonna explains. "We have a whole mission and vision of building a healthy community that goes out and builds other healthy communities. So it just becomes a natural thing and doesn't take work—it's just 'this is who we are.' And that is the goal of Leaders to Legends."







The co‐​op also covers traditional academic subjects. For history, they typically use some type of unit study. "We just completed a George Washington Carver unit study," LeDonna says. "And then we had an open house where parents were invited, and they explained to the parents everything they learned—although parents are learning right along with them and doing some of the curriculum at home. It was a great way for them to practice public speaking." Each day there's a different special class, too: martial arts is on Tuesday, Wednesday is music class, and sewing is on Thursday. For music class, the students got to pick which instruments they're learning—half chose piano and half chose drums.







In this past school year, there were seven families with 17 children participating. LeDonna is hosting homeschool information sessions over the summer and has had quite a bit of interest. She expects to have 15 to 20 families enrolled by August. "The tides are definitely turning where parents are saying my child deserves a quality education and this is how I'm going to get them there," she says.
When asked what advice she would have for anyone who is considering starting a homeschool co‐​op, LeDonna doesn't hesitate. "The nature of homeschool itself is parent driven, right? My advice would be to allow the parents to drive this thing. Parents have a lot to say; it's unfortunate that not often enough are they asked. Coming from the public school sector, not often enough are they asked. If they're given that space, you'd be amazed what they can do and put together and invest in providing a quality education for their child."

This paper analyzes how co-operative principles, particularly democratic management, affect the co-op's economic objective. The theoretical model specifies the characteristics presented by the production function so democracy generates positive net income. Costs derived from maintaining the one person one vote criterion are explicitly incorporated into this function upon new membership. The results show that democracy contributes to the economic success when the decision-making strategy followed by the partners considers all cooperative principles, especially when a retained earnings policy is regularly applied. This study can be extended to all of Social Economy firms concerned about reinforcing democratic institutions through the business sector. This study can be extended to all of Social Economy firms concerned about reinforcing democratic institutions through the business sector. ; Este artículo analiza cómo los principios cooperativos, particularmente la gestión democrática, afecta al objetivo económico de la cooperativa. El modelo teórico muestra qué características debe presentar la función de producción de la empresa para que la democracia genere ingresos netos positivos. Los costes derivados de aplicar el criterio de una persona, un voto, ante la entrada de nuevos socios, son explícitamente incorporados en esta función de producción. Los resultados muestran que la democracia contribuye al éxito económico cuando la estrategia de toma de decisiones aplicada por los socios respeta el conjunto de principios cooperativos, especialmente cuando se adopta habitualmente una política de excedente positivo. Este estudio puede extenderse a todas las empresas de Economía Social interesadas en reforzar las instituciones democráticas en la gestión empresarial.

ABSTRACTThis paper aims to analyze the objectives pursued by cooperatives upon opening doors to new members and how this affects business activity and financial indicators. Surprisingly, the results show that accepting new partners makes no positive impact on the return on assets, but it does make a variable impact on financial indicators according to the type of cooperative. Distinguishing between agricultural and worker co‐ops, we conduct a cross‐sectional study of a sample of Galician cooperatives to find whether they apply this principle the same way regardless of membership size. Our results corroborate that cooperatives apply the principle differently. This not only allows us to extract other relevant information from accounting for cooperatives, but it also permits other agents like financial entities to obtain indicators that reflect the true company image more adequately.

Leonard Kriegel reminisces about moving to a co-op in the 1960s, when When "urban renewal" was not yet a term of opprobrium. Most New Yorkers were less interested in what was being knocked down than in what was being built in its place.

This paper analyzes how co-operative principles, particularly democratic management, affect the co-op's economic objective. The theoretical model specifies the characteristics presented by the production function so democracy generates positive net income. Costs derived from maintaining the one person one vote criterion are explicitly incorporated into this function upon new membership. The results show that democracy contributes to the economic success when the decision-making strategy followed by the partners considers all cooperative principles, especially when a retained earnings policy is regularly applied. This study can be extended to all of Social Economy firms concerned about reinforcing democratic institutions through the business sector. This study can be extended to all of Social Economy firms concerned about reinforcing democratic institutions through the business sector.