I had the privilege of leading a roundtable discussion at the 2026 Precision Farming Dealer Summit titled "Biggest Challenges for 2026 & Potential Solutions."

Having recently transitioned out of the dealership environment, it was interesting to facilitate a conversation about the uncertainty and anxiety many agricultural professionals are feeling as they work to help farmers navigate an increasingly complex landscape.

While participants shared some deeply rooted concerns, the discussion repeatedly returned to simple but effective solutions: strong communication, supportive leadership, and a commitment to meeting growers where they are.

Solution 1: Top-Down Optimism and Focus

I often challenge dealership leadership teams with a simple question: What are you doing to manage attitudes during difficult times for your precision ag teams?

Much of the discussion revolved around precision ag teams feeling that success depends on having the support of dealership leadership. In my own experience, I can clearly remember the difference between times when my initiatives as a precision ag professional felt valued and times when they felt like I was "in the way of the deal being won."

The reality is that precision agriculture tools and practices can no longer be treated as an afterthought. If a grower is not interested in the "fancy bells and whistles," then so be it —but only after a clear and concise discussion about what those tools can do and how they can contribute to the success of the operation. Assuming growers will not understand the technology or will not be willing to pay for it is a dangerous mindset. It often leaves them vulnerable to purchasing third-party solutions for capabilities they may already have access to.

I saw this firsthand in 2024. A custom spraying company had never been fully informed about the benefits of the telematics system available pre-installed on their new equipment. Those devices could have provided valuable operational data and improved staff management. Instead, because the salesperson did not want to slow down the sales conversation to explain a one-time $500 activation fee, the company later purchased a third-party solution costing approximately $1,500 per unit per year. To avoid a $500 one-time cost at the point of sale, the customer ultimately ended up spending far more than that in 5 years’ time.

These are the moments where intentional friction, the forced slowdown of a process to create room for introspection, in the sales process can create better outcomes. Taking a few extra minutes to discuss technology, capabilities, and long-term value can lead to stronger partnerships and better-informed purchasing decisions. That type of conversation must be supported and reinforced by sales managers and dealership leadership if dealerships want to maximize value for both the grower and the business. While we might be slowing down a large dollar iron deal, it might lead to an infrastructure of satisfied customers and long-term customer loyalty.

Solution 2: Team Adoption Gaps through Proactive Engagement

Precision ag may be one of the most valuable tools available to growers right now. In 2026, many producers are facing unprecedented challenges, including fertilizer shortages, fuel uncertainty, and persistently low commodity prices. Technologies that help reduce fuel consumption, optimize fertilizer applications, and improve operational efficiency may provide a lifeline not only for growers but also for dealerships facing sluggish equipment sales.

The challenge is that sales and aftersales teams often struggle to adopt and promote these solutions effectively. Organizations that fail to address this knowledge gap risk falling behind and losing conversations with growers. Reducing highly technical talking points allows both sales professionals and growers to understand the value of a technology without requiring complete mastery of it.

Several participants in the roundtable discussed successful approaches such as in-field practice days for sales teams and "lunch and learn" sessions where employees could become familiar with new technologies in a low-pressure environment.

Another effective strategy is the development of simple reference materials. Well-designed cheat sheets can provide the confidence needed for start-ups, demonstrations, and customer conversations.

While supporting equipment demonstrations, I frequently created pocket-sized laminated reference cards containing start-up procedures, troubleshooting tips, and key talking points. The cards were attached to an O-ring and secured to the machine with a heavy-duty magnet. Their popularity became apparent when salespeople routinely kept them for future use after demos. For a cost of only a few dollars per unit, these tools significantly improved confidence and adoption of technologies on sprayers, balers, and other equipment.

Creating lower barriers to entry for sales staff ultimately leads to stronger product knowledge, more effective customer conversations, and improved technology adoption. When sales teams feel comfortable discussing precision ag solutions, growers are more likely to understand the value being offered and incorporate those tools into their operations.

Solution 3: Fight Price Sensitivity with Creative Solutions

One theme that emerged clearly from our roundtable discussion was the growing divide among growers. There are those who adopt new technologies as soon as they become available and those who simply cannot justify additional investment in the current economic environment.

For dealerships, supporting these reluctant growers requires a stronger partnership approach. Creative programs such as enhanced trade-in values, equipment refurbishment and resale programs, rental options and "try before you buy" opportunities can reduce the perceived risk of adopting new technology. These approaches give growers confidence that technology investments will not jeopardize an already strained bottom line.

At the same time, dealerships can help growers reframe how they evaluate technology investments. Rather than presenting adoption as a simple yes-or-no decision, successful dealers frame the conversation as "adopt now versus adopt later," clearly outlining the tradeoffs associated with each path.

One dealer participating in our roundtable described a program that incentivized growers to adopt telematics and remote display access. The result was reduced service department waste, faster diagnostics, and lower support costs for both the dealership and the customer.

A recurring theme throughout the discussion was the importance of using real-world data to demonstrate value. Telematics records, utilization reports and actual customer experiences often tell a more compelling story than marketing materials. Creating opportunities for growers to see this information requires creativity. Demo accounts populated with realistic data or partnerships with trusted growers willing to share their results can provide meaningful examples of how technology performs under real operating conditions.

While recent research has suggested the financial returns from precision agriculture have sometimes been overstated, that does not diminish the value these tools can provide. The industry must become better at discussing technology in terms that resonate with growers. Reduced labor requirements, lower overtime costs, less waste, improved safety and greater operational flexibility all create value, even when that value is difficult to quantify in a traditional ROI calculation.

In difficult economic times, growers may be focused primarily on surviving another season, making quality-of-life improvements seem secondary. However, helping growers understand the full value proposition, including both financial and operational benefits, is what separates a sales conversation from a true partnership. The difference between talking to growers and partnering with growers often comes down to presenting a realistic, operation-specific return on investment rather than relying on generic manufacturer calculators that fail to reflect the realities of an individual farming operation.

Solution 4: Trust & Obsolescence Concerns Being Met

Amid an already challenging economic environment, many growers are experiencing technology fatigue. Years of seeing products become obsolete, support discontinued, or annual subscription fees introduced shortly after purchase have created understandable hesitation toward adopting new technologies.

Dealerships are not always in control of the decisions manufacturers make, but they are in control of how those changes are communicated. The ability to explain product lifecycles, upgrades, and support transitions is often what separates average dealerships from those that excel in precision ag marketing and positioning.

Building trust begins with transparency and consistency. Growers deserve clear explanations regarding why a product is changing, why support may be ending and what benefits a replacement solution offers. Product upgrades should be positioned as part of a technology lifecycle rather than as isolated sales opportunities. Likewise, manufacturers and dealerships alike would benefit from clearly communicating exactly what technical limitations, compatibility issues, or hardware constraints are driving product obsolescence.

Effective communication must also extend beyond the sales team. Dealership leadership should ensure that service, parts, and support personnel understand the reasons behind product transitions and pricing changes. A unified message across departments helps prevent confusion and reinforces credibility with customers.

When clear manufacturer guidance is unavailable, sales professionals must rely on the tools they do have. Understanding warranty programs, support offerings, and the practical advantages of newer technologies can help frame conversations around value rather than simply replacement. Knowing which common issues are addressed by newer platforms —and which limitations persist in older systems — allows sales professionals to explain not only what is changing, but why the change matters.

These conversations are rarely easy. It’s always more comfortable to work with growers who are excited about technology than with those who are skeptical. However, skepticism is often rooted in past experiences rather than resistance to innovation itself. Addressing those concerns honestly and directly can strengthen trust and ultimately create stronger long-term partnerships between growers, dealerships and manufacturers.

Take-Home Message

We left that roundtable with a few laughs, sharing familiar experiences, but it did not make 2026 feel any lighter. Agriculture is not an easy sector right now. Costs continue to rise, growers are under pressure from production realities, and seasons are still beginning with frost events, drought or other volatility.

There is no illusion that the steps discussed will suddenly make conditions better. What they can do is prepare us to respond more effectively. That starts with strengthening understanding so it can be clearly communicated to growers.

The focus needs to shift toward direct, practical engagement. Creating value-added experiences that position dealerships as partners in adoption, rather than just sellers of equipment, is essential. Equally important is lowering the barriers for growers to understand how technology fits into their operation — through clear discussion of input savings, warranty structures, service support and agronomic benefits that are already proven in the field.

In challenging markets, growers remember how they were treated as much as they remember the offer itself. When hesitation is high, the responsibility is to be prepared, clear, and consistent. Sharpen your pencils when “no” feels like the default answer, because that is when disciplined, well-communicated value stands out most — and when the right “yes” will be remembered as a sound business decision.