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It appears that the agricultural economics literature lacks much evidence upon which we can judge the performance of statutory boards as marketing institutions. This paper reports the achievements of the New Zealand Apple and Pear Marketing Board in two areas of supply diversion--the allocation of fruit between fresh and process markets, and the allocation of fresh fruit sales over time. Results indicate that the Board has achieved considerable gains for producers in the first of these areas, while in the second its behaviour has favoured consumers.


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