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Abstract
Calf marketing, commercial beef carcass, and natural/implant-free beef strategic
alliances were examined via case study to determine alliance structure and whether
each addressed risk, transaction costs, capital availability, and other concerns. All
alliances were structured differently through vertical or horizontal coordination,
and each had been established within the past 12 years. Alliance administrators
reported that an advantage to cow-calf producers was higher cattle prices received
relative to producers outside the alliances. The alliances reduced transaction costs
and increased information flow among segments. Alliances did not specifically
address risk or increased access to capital for technology adoption or expansion
purposes.