Dominate International Growth
How does a company that has dominated international growth in other countries approach its go-to-market strategy in the United States? What barriers will they encounter, and what type of partnerships will it take to succeed?
Solinftec, a digital agriculture technology company, has captured the market in its home continent of South America. Recognized as a global AgTech innovation leader, Solinftec was founded in 2007 and served as the pioneer in data telemetry, specifically for the sugar cane fields in Brazil. Solinftec works directly with farmer customers, and its current technology covers 60% of sugar cane acres. The company has expanded their reach to include soybean, corn and cotton fields, and its solutions are being used in over 10 countries worldwide.
With a heavy investment in artificial intelligence, Solinftec unveiled a first of its kind artificial intelligence assistant last year—meet ALICE. ALICE is specifically designed to work with producers to integrate and process data from machinery, people, climate and relevant external inputs.
As Solinftec establishes a presence in the U.S. with a headquarters in the Purdue University Research Park, how will they carve their path forward? A go-to-market strategy could take several different directions. Join Dr. Luciano Castro, Solinftec CEO Daniel Padrao and other company representatives as they engage participants of the Purdue Food and Agribusiness Summit through a case study on growing and advancing solutions in the U.S. ag-tech space.
Looking back on her career thus far, Michelle Klieger, a 2015 MS-MBA alumna, views her MS-MBA degrees similarly to the art of tying shoes or braiding hair. Her degrees have served as a common thread, weaving their way into forming her career and helping her achieve her goals in many ways.
It was clear before and even more so now after the events of the last 12+ months — data-driven decision making is crucial for companies aiming to remain profitable and competitive in today’s markets. However, beyond simply basing decision making on data, companies must take this a step further and fully embrace the concept of competitive intelligence to truly be successful. In the food and agribusiness industry, we are no exception to this rule.
We watched as 2020 unleashed volatility on our food and agribusiness supply chains. In the fresh produce supply chain, disruptions impacted the seed industry, growers, shippers, wholesalers and retailers. While consumer behaviors and preferences also shifted during this time, shoppers continued to place importance on choosing grocery stores based on the availability of fresh foods — especially high-quality fruits and vegetables.