Virgil Bremer knows a thing or two about impeccable timing. Over their one-year anniversary dinner, Bremer shared with his wife that he had decided to leave his 6-year career as a senior research scientist in the animal health industry in favor of running the couple’s livestock operation full-time.
Agriculture and food are dynamic and ever-changing industries. That means businesses and the people who run them have to possess a level of resilience in order to be successful long-term. Employees must to be able to adapt and grow in spite of the challenges that change often brings.
There are a variety of rapid-fire changes happening in the food and agriculture industry, including generational shifts and consolidations in farm business and agribusiness. With these changes and the rise in e-commerce and digital purchases, do relationships still matter in today’s agribusiness marketplace?
Targeting segments of buyers has always been the focus of marketing efforts, regardless of product or industry. But customers don't buy as segments.
There are disconnects between marketing and sales. Organizations today need to invest in marketing the same way they once invested in sales.
Whether you’re in input supply, food processing or something in between, the changes in what’s demanded by your market are fast-paced. Rapid-fire changes in technology, consumer demands, and new target demographics require long-term and strategic thinking.
A larger and larger share of all input purchases are made by fewer and fewer farmers, making each one increasingly important to input suppliers.
For better or worse, marketing and sales efforts affect not only the profitability of a firm but also the firm’s liquidity, or its ability to meet short-term financial obligations.