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.
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.
Targeting segments of buyers has always been the focus of marketing efforts, regardless of product or industry. But customers don't buy as segments.
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.
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.
We all know that buying and selling agricultural inputs is more than just receiving or offering a lower price. But can we be more specific?
Knowing your customer base is more important than ever, especially when your customer base includes the complex operations run by today’s large-scale commercial agricultural producers.
Our complex agri-food system is dynamic and ever changing. Managers and the teams they lead have to be able to positively adapt to change and adversity.