It takes a great deal of effort to plan appropriately for the upcoming crop season. It isn't easy to be successful, and it definitely takes some time. There's an old saying that says, “You plan your work, and then you work your plan.”
"We use SciMax Solutions, a Premier Crop partner,
to push everything we can
in order to get the best ROI
and try to do the best job that we can."
- Mike Myers, Waukee, IA
Today we will be discussing the ag industry with ag author, speaker, comedian, and personality - Damian Mason. Damian speaks on topics surrounding business and agriculture to keep audiences up to date with a touch of humor.
In this Premier Podcast episode, we're talking with Matt Bowers, Premier Crop’s Eastern Strategic Account Manager and Kimberly Beachy, with ProTech Partners in Indiana. Matt and Kimberly discuss the top three examples of agronomics and economics.
"You're capable of using your yield monitor to measure,
do trials and check if your plan actually worked.
It's so much easier than it used to be." - Dan Frieberg
"We have growers who tell us that we're helping them with their economics, which helps convince their lender to give them the full operating line."
At this time of the year, it's easy to feel like yields are largely a function of weather – temperature and rainfall. Over the years in hundreds of grower meetings, I've heard that sentiment repeatedly. If you are inclined to think that way, think about this scenario.
As farmers face another year with challenging markets and high inputs, we as agronomic advisors continue to work with our clients in order to find where we can remove some of the guessing when it comes to the decision-making process of planning another season. It comes as no surprise to anyone that is involved in Agriculture that many areas saw higher than normal precipitation in 2018.
You are likely asked for next years seed order many times before harvest even begins. In that case, one of the first decisions you probably will make using your yield data is which numbers to plant the following year.
Telling customers they are underperforming never seemed like a great business model to me. Benchmarking can have that exact effect – 60% aren’t performing well if you remember teachers grading on the curve back in school. Those at the top of the curve might enjoy the satisfaction of knowing they are the stars, but how do you gently push the below-average customers to step up their game?