5. Conclusion
Like in other countries, in Slovenia the economic crisis increased interest in cooperatives as an alternative business and organisational model. This trend is probably more obvious since it coincides with the change of generations (the generation born after the independence of Slovenia has now reached more than twenty years of age) and may be traced to public opinion – from the media, general and sectorial development strategies and programmes of political parties. On a practical level, there are already existing cooperatives among which those for marketing the supply of farmers have the longest, although not a continuous tradition. In other sectors, where cooperatives have not been present for many years, new cooperative initiatives began almost from scratch. The successful operation and growth of an alternative business model is a demanding, although not impossible task that requires not only financial but also social capital (Valentinov, 2004). The risks of this task may be managed in a better manner by supporting networks, the outlines of which are gradually drawn by the new and existing cooperatives, their associations and other supporting institutions through exchange of information and best practice, education and training and activities aimed at the public and policy makers.
