down. we knew that to succeed in highly competitive low-margin business we had to develop a business model differ from that of our larger competitors. our vision was to create a unique alliance with cattle producers and link them with our customers who wanted a consistent supply of high-quality beef. at the time cattle were bought and sold in the cash market and brought the same price regardless of quality. there was an economic incentive for cattle producers to invest in genetics or to improve their feeding regimen to enhance the taste and tenderness of beef. we developed a pricing grid that pay premiums to cattle producers who could deliver higher quality animal than what we could buy in the cash market. our business model works. although we were a smaller company with high operating costs we could compete effectively with the larger hacker spirit in 1987 we were approached by by the u.s. pr, a group that today represents a network of 2400 cattle ranchers, ranchers, farmers