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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.

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