Craig Newman, recently retired CEO of AgReliant Genetics talks about why it's important to invest in professional growth.
I review and draft a lot of contracts. Many of these agreements are in the ag technology space, which presents unique drafting challenges. First and foremost, the subject matter of these agreements — personal information, data collection, license grants — is often foreign to farmers and agribusinesses. But there are other problems as well, which this post will address.
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?
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.
You make business decisions every single day. Every once in a while, a decision comes along with the potential to be a game changer for your organization.
The agri-food system is changing and your organization is no doubt working through the ways to cultivate competitive advantage in an industry that’s moving at warp speed. But disruption and chaos in the marketplace isn’t necessarily always a bad thing.
A large part of the retail business is about supply chain management and operations, or SCO. Traditionally, SCO management has often been associated with efficiency, but that’s not necessarily an all-encompassing way to think about SCO strategy.