Dealer Development

Greatest Mistakes

My Greatest Mistake: Steve Cubbage

President, Record Harvest, Nevada, Mo. (2007 Dealership of the Year)
“If there’s one mistake those of us in the precision ag business make, it’s falling into the trap of thinking there’ll always be something new and better to sell tomorrow — the ‘next big thing.’"
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Smith Implement ‘Blows Up’ the Precision Ag Department

The precision manager of this 5-store dealership fired himself, reassigned the specialists to other departments and took away the safety net.
In an engaging session of the Summit, Matt Eldridge, director of aftermarket sales, Smith Implements, Greenfield, Ind., shared how their 5-store dealer group turned course and loaded up all its “precision chips” into traditional departments.
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Maximizing Performance & Accountability at H&R, Van Wall

Two managers from large-store complexes share their advice for getting the most out of precision specialists, including the need to ‘go to bat’ for them.
Dealers who’ve been doing precision for any period of time have seen how expectation problems, miscommunication and burnout can erode morale of what needs to be a highly performing team.
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‘Look in the Mirror’ When Branding Your Precision Business

Three dealers discuss how they created a marketing strategy focused on making precision profitable.
The first step to establishing a brand for your precision business is taking a look in the mirror and figuring out what exactly you are or what you want to be. You need to look at how you’re different from not just your neighbors but different regions, says Kevin Depies.
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2017 Most Valuable Dealership

Developing a Deep Bench of Precision Expertise

Having multiple precision service touchpoints for customers lessens the burden on individual specialists and also allows for cross-training of staff. Southern States Cooperative’s precision farming team discusses the value of developing a network of knowledge that encompasses sales, agronomy, service and application.
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2017 Most Valuable Dealership

Prescribing the Proper Data Management Tools for ROI

Proper collection and analysis of precision farming data is a cornerstone of Southern States Cooperatives’ agronomic business. Having the right tools and partnerships is the foundation for delivery of those services, says David Swain, precision farming manager. He discusses the value of having a robust precision toolbox to enable service sales growth.
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2017 Most Valuable Dealership

Understanding Cost vs. Value of a Precision Business

Precision farming and agronomy services may be one in the same, but having a flexible approach to support options and tracking active service acres are ways that Southern States Cooperative measures growth. David Swain, precision farming manager, shares examples of how the company has evolved and grown its service-first business model with a “facts” vs. “speculation” approach.
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Current Issue

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Precision Farming Dealer

  • Slashing Inputs & Boosting Connectivity with New Precision Technology
  • Selling the Future: A Precision Ag Leader’s Playbook for New Tech
  • What Farmers Want from You: Solid Relationships, ROI & Ongoing Training
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