by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Agrimarketing : January February 2012
EXPERIATA INC. by Bill Keogh and Perry Graham email@example.com Experiata is working with leading seed companies , manufacturers and retailers to help them measure and manage the customer experiences that are the drivers of customer loyalty and share of business. A key trend we are focused on is the impending intergenerational transfer of millions of acres during the next decade from retiring farmers to their sons and daughters. During the past two years we conducted interviews with over 4,000 Midwest farmers, and have identified the customer experiences that are important to younger farmers (less than 40 years old) vs. more "senior" farmers. To understand how successfully retailers are meeting the needs of this emerging group of new decision makers we compare how younger vs. older farmers rate the perfor- mance of retailers on these drivers of loyalty. Although one would expect there to be some differences between the younger and older customer segments, our clients are surprised at the significant disconnect between the needs and performance ratings of the two generations. Based on our findings, we believe the business models of most ag retailers need significant retuning if they expect to become aligned with this rapidly emerging customer segment. Retailers who begin to work now on developing a customer strategy focused on the needs of younger customers will gain a competitive advantage over competitors that hope they are immune to this market transformation. These "younger famer" strategies will be different of course for each ag retailer. However in all cases retailers will need to uncover what the next generation of customers value, assess the strength of their relationship with these customers, and engage them in developing proactive plans to win their business. This will require new emphasis on customer knowledge and collaborative business skills that position and differentiate a retailer 's unique value with the customer. Based on our findings we predict a retailer 's value will rely less on technical selling and more on helping customers achieve their business goals. As one of our clients said recently "We know more about the acre than the man". Within ten years the successful retailer will implement a more balanced go-to-market strategy as the market shifts demographically and new skills are required to win business. HD PRECISION ANALYTICS by Huong Dishian, Founder www.hdprecisionanalytics.com Agriculture faces unprecedented challenges and opportunities to meeting future consumer demand. With world population rapidly growing and natural resource constraints facing society, agriculture must find ways to double yields in the next 30 to 40 years. The significant advances of seed technology over the last decade greatly increased crop production and changed the industry. In this rapidly changing industry accurate analytics are critical to guide decisions. We expect the leading innovators will become even more productive in creating or adapting new products, and will strive to improve productivity and efficiencies in getting those products to the market. There will be a ripple effect through the value chain of the industry. Manufacturers will seek more innovative solutions to increase farming productivity, such as genetic advancement, cutting-edge equipment to improve precision farming, and enhanced bundle services such as GPS, input applications and financing for producers. Manufacturers will collaborate with other sectors to find innovative solutions. Regulatory challenges are likely to increase which translate to additional cost and liability across the ag community. Producers will look to manufacturers for customized solutions that contribute to their agronomic needs, mitigate their risks and improve their bottom line performance. While more innovative product choices will become available, they will still expect access to them, and continue to be price conscience. A clear idea return on their input invest- ment will be required to inform their purchase decisions. The surge in product choices will increase complexity for retailers/ distributors. This channel will be even more proactive in learning new innovations and multiple factors to consider, such as infield benefits, regulatory, and sustainability. Improving efficiency and profitability are key motivators in their business strategies. With the increasing demand and speed of change, agribusiness decision-makers can get pulled in many directions or fall prey to emotional influences. Applying precision analytics to their decision-making process will provide a clear picture of their opportunities and challenges, allowing them to make fact-based decisions. At HD Precision Analytics, we've seen a tremendous increase in the amount of data available in the ag industry. We helped clients turned their data into better decisions. Through analytics, companies that are able to recognize challenges, identify changing trends, and forecast future demand, are in the best position to efficiently and profitably bring product to the market. HD Precision Analytics works collaboratively with clients in providing customized analytics to help agribusiness strengthen strategic execution, assess financial investments, segment customers, and improve productivity and efficiency. We also specialize in sales forecasting to help clients mitigate profit loss with supply management. HD Precision Analytics has 20 years of business management and analysis experience, and specializes in agriculture, providing analytics for Fortune 500 for 15 years. AM FOCUS: AG CONSULTING FIRMS/continued from page 41 Keogh Dishian 42 Agri Marketing January/February 2012
Marketing Services Guide 2012