Ag Technology Adoption and Implementation

Increases in the offering of technology products and services continues to be encouraging, especially now, when a slowing economy makes better decision-making more critical than ever.

But offering a service is not the same as selling it or executing on it.

I worked with two retail locations from the same company, similar geography, similar demographics, similar product line-ups. One location had roughly 5,000 acres enrolled in its precision program. The other location had nearly 20,000 (this was mid-to-late 1990s).

When I learned about the significant difference between the locations, I started asking questions. I found that the location with 5,000 acres was offering the services and had the attitude that if the growers want it, they will ask for it. The location that had almost 20,000 acres in its program had salespeople actively out in the field, selling growers on the value of the program, walking them through the agronomics, and helping them execute on the plans they’d developed together.

Offering a program is very different than selling and executing on a program.

So, why aren’t we doing more than just offering? Is it a lack of trust in the product or service that we don’t want to take the risk on something that’s unproven? Is it that the product or service was bought by someone in the organization, handed down to the sales team, and now sits on a list of things they’re supposed to sell but don’t really believe in? Or is it another over-promised solution that’s left people skeptical or even cynical?

Whatever the reason, the result is the same: The technology sits on the shelf while the investment goes unrealized.

Part of the problem — and I’ve written about this before — is that the right questions aren’t being asked before the purchase is made, and there’s rarely a structured implementation plan afterward.

Here are four things that should be a part of an implementation plan.

Is everyone on board? Teams need to believe in what they are selling, and that trust and confidence needs to be built before the launch, not after. One person in this process can make all the difference. Good or bad.

What will be the new processes to implement the new product or service? What changes in the day-to-day workflow?

How does it integrate with the current offerings? If the new offering duplicates or conflicts with the current business, confusion follows.

What is the commission structure for the new offerings?

That last point, I believe, is one of the biggest sticking points for technology adoption and implementation. Commission structures haven’t changed too much over the years. Commissions are still significantly based on the core products of the business, whether that is crop inputs or equipment.

Don’t misunderstand me. The core products and services are what pay the bills. But I continue to hear companies tout that they are “technology companies” but don’t incentivize their sales teams to sell the technology. So, it just becomes an offering or just included with the rest of the program … and the value isn’t truly realized.

New offerings are great for the business. They keep the company relevant to its customers and engaged in the industry. But, as I mentioned earlier, the economy is a little slow right now and return on investment is vital to any business.

Offering something new just doesn’t cut it anymore. You need a plan before you make the purchase, during the purchase, and after the purchase to make the technology a viable, saleable product or service.

Reminds me of the old saying that became cliché but I’m going to use it anyway. “Plan your work. Work your plan. If you fail to plan, you plan to fail.”

The technology is there. The need is there. What’s missing, too often, is the plan to turn an offering into a business.