Written by Ryan Risdal, Vice President, Product and Strategy, Proagrica
The use of technology in agriculture soared during the pandemic as face-to-face meetings had to be put on hold. This is reflected in tech spend in ag, which is set for a record $5 billion in 2021. The digital acceleration of the industry is not a bad thing of course and investments, particularly in automation, help to drive efficiencies and garner quicker results at a point when growers have become increasingly more time poor.
This is a trend I want to see grow, but on the flip side there is some risk the human relationships the ag sector has been built on will fall by the wayside. Culture is a big talking point in corporate boardrooms at the moment, but it’s just as important in agriculture.
Notably, trust is the bedrock for how growers work with agronomists. It’s much easier to take advice on inputs that will impact your whole season if you have a personal relationship with that expert.
This level of trust is typically fostered over years - and stems from a blend of the personal and professional. The challenge we face in the digital world is how we develop these relationships when the bulk of communication is done through screens.
This places a weight of expectation on ag retailers to find solutions that will maintain and encourage customer loyalty virtually.
How culture steers trust and transparency
Climate change and demands for sustainability are challenges the entire food industry faces, but a supply chain where stakeholders are open with one another and share their data in real-time can ensure agriculture stays resilient during such change.
However, growers who are already operating on tight margins share a concern that giving up their data - which many regard as their ‘IP’ - could be detrimental to their business. But if anyone is to challenge this mindset, it’s agronomists.
With deep-seated knowledge of grower operations, agronomists remain best placed to ensure they keep pace with a shifting ecosystem (in every sense) while still meeting the demands of end-users.
The tight-knit relationships and, in turn, trust in where money is best spent, have traditionally emerged after spending large periods of time together on the fields. It is face-to-face that agronomists are best able to build a case for ceding data by making granular forecasts that clearly show why collaboration is a worthwhile consideration.
Still, growers are now more time conscious than they were before the pandemic, and texting has become a preferred way of communicating. With this in mind, agronomists have to reconsider how they secure buy-in from their customers and demonstrate the value of supply chain transparency.
To protect one-on-one relationships, agronomists must assess what conversations are best communicated through a text message - for instance, a quick product recommendation - and when a face-to-face meeting would offer more value to both parties. In-person meetings should have set agendas, such as crop assessments that have clear goals set for both sides.
Hybrid communication means agronomists are going to have to work harder to demonstrate why they’re a cut above their competitors. And there’s a real opportunity to showcase their worth as virtual communication allows them to instantly deliver insight, answer questions outside of the working day, or flag unexpected disruption before it becomes a bigger issue.
Culture for the new generation
As experienced agronomists adapt to new ways of communicating with customers, a new generation is now tasked with getting to know much of their customer base remotely going forward.
The customer data that ag retailers hold is the key to success. Agronomists can quickly access a history of the field, establish knowledge of the grower’s needs in their first meetings, and proactively set out robust plans without ever stepping foot on the client’s land.
While the new generation of agronomists should take the reins in speaking with growers to become the first point of contact on the phone and on the field, the more tenured co-worker has a key role to play in validating any data-led insight and gently guiding them in the right direction.
Those who grew up shaking hands with growers won’t be in the industry forever so It’s in the best interest of an ag retailer to foster collaboration between junior and senior teams. The latter can pass on best practice, even when it predates data. Industry veterans have much to offer on how to sustain relationships and secure buy-in from customers, demonstrating best practice will always need a personal touch.
Listening goes both ways though, leaders are wise to heed the opinions of their younger peers. Data and technology will play an increasingly important role in helping food production scale to meet the needs of a growing population in a world in which less predictable weather patterns are becoming the norm. No-one can afford to be stubborn.
Now is the time for businesses to future-proof by recruiting and training the next generation of (digital native) agronomists. The ambition should be to leverage what old and new bring to the table to set new approaches that preserve those traditions that build loyalty that lasts for decades.
Leaders in ag retail will at times have to reassess the cultures within their own businesses. The focus must be on driving collaboration between different ages and skill sets to reassure their customers that they remain in safe hands even as the sector digitally transforms. This may be a transition period but the industry will come out of it stronger and more resilient than it’s ever been.
