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 2013
AM: Please provide an overview (and brief history) of Wyffels Hybrids. BW: My father was a true entrepreneur. He was constantly experimenting to find better seeds, fertility, weed control and planting methods. He was consumed with improving yield and income. Eventually he focused his effort on seed. Commercially successful oat varieties led to hybrid corn commercialization in the mid-1950s. Since then, we've been on a constant quest to innovate and improve upon conventional wisdom. Today we market from southern Minnesota to Kentucky, and employ 125 employees. The curiosity and drive to discover better seeds that started this company in the '40s is still at the core of our success today. AM: What is the business outlook for Wyffels Hybrids this year, the next 5 years? BW: I expect Wyffels Hybrids to embark upon a period of sustainable growth throughout the next decade. That enthusiasm is built upon on product and people. We choose to operate as a premium brand in this industry. We believe in value and in bringing maximum productivity to every acre. Six or eight years ago our product had eroded a little, and it was hard to live up to that position. So, we've had to work hard, develop new relationships and overhaul our product lineup. Today we have elite genetics, the latest trait technology, and the ability to blend refuge in bag products as well or better than anyone in the industry. I am comfortable today that we can go anywhere in our trade area and dominate a farm's corn yields. We've also infused this company with some of the brightest minds in the industry. We're really proud of the kind of people we've been able to attract and keep. The energy and enthusiasm they bring makes you feel like anything is possible. AM: How has the drought affected Wyffels Hybrids, and how are you working to alleviate its impact? BW: The drought has maybe just exposed how reliable we really are to our customers. We're always going to have environmental issues to deal with, the drought is just the latest. We learned a long time ago that ensuring a reliable supply, no matter what Mother Nature does, is mandatory. So, we've taken quite a few steps to ensure just that. Growers expect their seed company to have the products they want and need, and to not get a different product at planting. We're better than most at delivering on that point, even in a drought. AM: What new products/services is Wyffels Hybrids introducing to the ag market? BW: If you're going to exist and grow as a challenger in this industry today you better have extreme focus. So that doesn't always translate well to new products and services. In fact, part of our differentiation is maybe that we don't come out with all kinds of new things. We don't try to be everything, to everyone. We simply try to do what we do better than anyone, anywhere. That's produce and market hybrid seed corn. It does mean, however, that we'll offer hybrids for the non-GMO and waxy segments --- we'll get into niche markets others might not touch or deem too insignificant. They matter to us. And we'll be the best at blending refuge in bag products --- Wyffels RIB is a superior blend. So, we're on the cutting edge with new genetics, technology events and refuge delivery that drive products in any corner of the seed corn industry. AM: What role does marketing communications play at Wyffels Hybrids? BW: It's taken on an expanded role recently. It's given us a baseline for consistency in everything we do. I also believe it's resonating with the people we do business with, to the extent that our customers are connected a bit tighter with who we are today. And it's creating prospects who might not know us, but who are now more open to hearing from us. It's hard to work at a regional seed company with less market share than the multi-nationals. You're at a disadvantage as soon as you pull in the driveway. But I think having a clear sense of who we are and speaking from that voice with our communications has somehow ignited a bit of passion and pride that existed internally, but maybe didn't get expressed before. It's empowered our people to be a bit bolder and more confident. AM: Any other topics you would like to discuss BW: Private ownership is important to us in this industry. Most of the market share buys from public ownership. So we have a point of differentiation. That may be subtle at times, but it is significant. It allows us to act quicker than many competitors. It allows us to act for the right reasons. And it allows us to be closer to the customer and better meet their needs. AM Name: Bill Wyffels, Jr. Title: President Career: Company was founded in 1946 by Bill Wyffels, Sr. to provide improved oat varieties before launching its hybrid seed corn brand. When Bill Sr. died unexpectedly in 1974, Bill Jr. and his brother Bob moved forward with the business which now has about a 2% market share of the U.S. seed corn market while focusing on just 180 counties in the Corn Belt. : Wyffels Hybrids DRIVEN TO DISCOVER BETTER SEED 58 Agri Marketing January/February 2013
Marketing Services Guide 2013