Without the cooperation and the merger into one company, a comparable development of added value would not have been possible for either the Berchtold family or the other members and suppliers.

According to the farmer: ‘the way to the current situation was also a big challenge and by no means easy. At the beginning, there were several years of brainstorming and research, which were necessary in order to embark on a successful merger’.

Around Mr. Berchtold existed a group of seven farmers within the dairy, which supplied organic milk. The motive and goal was always to increase the added value, thereby generating additional profits from the farming activities.

This goal was reached in 2003 through a co-operation activity with a cheese-maker vis-à-vis the establishment of an independent cheese dairy. A former carpentry workshop building in Wiggensbach was selected as the most appropriate site for the enterprise. The GmbH with 8 farmers and a cheese maker as a silent partner and managing director was the initial legal structure of the enterprise.

This type of project is considered unusual within this region of Germany and therefore, it is considered very innova- tive. The project aroused a high degree of interest amongst farmers; agricultural producers; and policy-makers.

The company has grown significantly in the past 15 years. According to the farmer, the management team have developed significant expertise insofar as they know:

• What works, what does not work?
• Which works are delegable, which are not?
• How does the company ensure its continued existence through transparency, pragmatism, innovation and down- to-earthness?

The Farmers and shareholders today know that not everyone has to do everything, but everyone should be fully informed about what is going on in the farm. In order to achieve this, there needs to be regular communication; structures to allow the shareholders / members to have an input in the decision making process; and forums for intensive dialogue and discussion.

The shareholders and managing directors gladly accept external advice where necessary and delegate areas such as press relations, social media maintenance and design of the corporate identity to external providers.

The cheese dairy uses high-quality organic hay and milk from the „Allgäu“ region as a basis for the cheese dairy. The sourcing of products from the local region is very important. The production plant sells the cheese directly in Wiggensbach to numerous farm shops; and organic wholesalers / traders. The products are also sold to organic supermarkets throughout Germany.

Due to effective and efficient processing procedures / technique and marketing, it is possible for suppliers to accrue a higher return price for their milk in comparison to supplying the milk to an alternative dairy in the locality. This makes the business model very sustainable.

Fundamental decisions of the enterprise are made by members at the Cooperative Assembly. In order for each mem- ber to have sufficient influence on the decision making process, it was important to cap the number of members in the co-operative activity.

Accordingly, the company is well positioned today for further development - both in terms of processing and mar- keting.

The positive experiences and the chances of cooperation are dominant. In particular, in the area of processing and marketing, it seems doubtful whether all of this can be achieved on a single farm alone.

With regard to the necessary skills and competencies for successful cooperation, Mr. Berchtold outlined the follow- ing:

• Human attitude should match between the partners
• Everyone has to be able to express their opinions, and every voice has to have equal weight
• Mutual acceptance
• Criticism: accept criticism and appropriate implementation
• Constant communication
• Transparency