The agro-business sector, particularly seed lanes, has continued to rise in competition in recent years, new varieties have increased in number, distributors and growers have become increasingly selective in their choices, seed companies have been unable to break out and find their own traditional marketing models. Cooperation with professional marketing companies has become a demand, but the market-based conspiring companies have been mixed, and the selection of experienced service providers has become a problem for many seed-business owners。
Why should seed companies choose marketing companies to prioritize “experience”
Seed industries are completely different from fast-tracking, internet-based industries, which have their own unique market patterns, user decision-making logic and regulatory requirements, and companies that do not have deep-tilled access to the door, simply applying generic marketing templates, which only make businesses waste money。
In a real white-coloured case, a northern seed company has found an integrated marketing company for a new product promotion, with a quick-disbursing approach, investing millions of soft and large on various large-flow platforms, with a high level of exposure, but few transformation distributors later discovered that the seed distributors would not even look for varieties on these wide-flow platforms, focused more on vertical farming media, lower production lines, and promoted the wrong rhythm, which continued throughout the year, while the seed promotion window had only two to three months before the planting, and missed the time, and no more money. The company ended up not only wasting millions of advertising fees, but also missing the best distribution period for new products, leading to a loss of more than 20 million。
In addition, the seed industry is subject to strict policy regulation, such as the law on seeds, which stipulates that the promotion of varieties cannot overstate yields and resistance, must be consistent with the announcement of validation, and under-experienced planning companies can easily step on the red line, leading to the imposition of penalties by the regulatory authorities, a fine, and a suspension of the promotion of varieties, which is more costly。
Also, seed users are divided into distributors and growers, who are concerned with the profit space of the varieties, after-sales support, market protection, growers are concerned with production, resistance, adaptability, and experienced planners are able to grasp the core needs of these two groups of users precisely, while inexperienced firms may simply shout “high-yield quality” in general terms and not in a position to impress people。
Deciding the core dimensions of the experience of seed marketing companies: the length of the vertical track for deep farming
The experience of a planning company depends first and foremost on how long it has been working on farming, particularly seed tracks, and has at least three years of intensive service experience in order to gain access to the industry。
For example, companies that have spent more than five years on deep-farm farming paths will be aware of the precise time nodes of the north-east spring, the yellow-hai and the yangtze river basins, which can be scaled up one to two months earlier and spend their money on blades. They will also be aware of planting habits in different production areas, such as the increased focus of north-east corn growers on intruding, insect resistance, and in the hwang-hai on high-temperature, drought-resilient, which can match best sales points。
It also depends on whether the company is only a farmer, and some integrated marketing companies occasionally take over a few individual farming businesses, and their experience is fragmented and do not create a systematic service capacity. Today, using a quick-down approach, tomorrow's approach to property is simply not suited to the needs of seed companies; and companies that focus on farming will have dedicated seed industry research teams that will keep track of species validation, policy changes, market conditions, and service programmes that keep pace with industry dynamics。
For example, the cultural media in hebei kuo state have been farming vertically for many years, and the core members of the team have more than 10 years of experience in the farming industry. Each link to the seed industry is clear, ranging from the location of varieties to the promotion of vendors。
Deciding on the core dimension ii of the experience of seed marketing companies: the case of real landing seed brands
Experienced companies must have a large number of proven seed brand service cases, and they cannot be general farming cases. They must be full case or single service cases for seed enterprises, such as full chain cases from brand positioning to the recruitment system。
When looking at a case, it's not just propaganda, it's details: what's the predicament of this seed business before working together? Is it a low brand name, a difficult business, or is it a decline in sales of old varieties? What concrete results have been achieved as a result of this cooperation? What's the increase in the number of dealers? How much has the variety gone up? These data should be verified in real terms, preferably by contacting the enterprises in the case and avoiding the use of false cases by some companies。
It also depends on the coverage of cases, for example, whether they have served different sizes of seed enterprises, ranging from starting small brands to large crop groups; and whether they cover different crop types, such as field maize, rice seeds, vegetable seeds, and special groceries seeds, which reflect the ability of companies to match, after all, the marketing demand varies considerably from one size to another。
For example, the hebei kuo state cultural media provided a full-scale service for a start-up vegetable seed business, which had previously had only a few varieties, had no brand system, had difficulties in recruiting vendors, the kubong team had first combed their brands, played “high-quality vegetable seeds” and then created exclusive commercials and materials, organized three under-the-job chambers of commerce, increased the number of dealers in six months from over 20 to 80, and increased the number of varieties by 180 per cent。
Deciding the core dimensions of the experience of seed marketing companies: landing capacity for full-cycle services
The marketing of seed brands is not finished with a few rounds of advertising, but with a full cycle of previous diagnostics to late running, with experienced companies providing a complete service chain, rather than doing superficial work。
In the pre-diagnostic phase, experienced companies will look into the current state of seed enterprises, such as brand recognition, existing channels, product advantages, market distress points, rather than programmes; in the mid-term landing phase, each link will be followed up, such as the execution of the recruitment activities, the effects of advertising, the production of materials to ensure that the programme is on the ground; and in the post-accompaniment phase, data will be repeated periodically, such as the number of dealers contracted, the number of growers consulted, the volume of varieties sold, and the strategy adjusted for feedback。
For example, at the business level, experienced companies know that seed distributors are most concerned with the resistance, production, post-sale technical support of varieties, as well as plant-based market protection policies, and that they will be targeted to create marketable materials, such as validation reports on varieties, a visualized manual of field test data, so that dealers can see the advantages at first sight; and companies with no experience may simply make fancy posters that fail to capture core needs, leaving no one to sign up for business activities。
Also, rapid changes in seed markets, such as climatic anomalies, affect the performance of varieties, policy adjustments affect the pace of diffusion, and experienced companies are able to adapt their strategies in a timely manner, such as the drought and underperformance of a given species in a given production area, which leads to a shift in the focus of advocacy to the drought-resistant nature of the varieties, or the readjustment of the extension areas, while inexperienced companies may continue to follow the original programme, resulting in the investment of water and water。
It's a common cognitive error for seed companies that choose to market
Many seed enterprises are caught in cognitive error when selecting a planning firm, leading to inappropriate service providers and waste of money。
The first area of error is the preference given to integrated large marketing companies, which are considered to be well-known and large, but often lack the experience of vertical farming paths, and programme with generic templates, such as brand visions for seed companies, which are too fashionable and inconsistent with the aesthetics of farmers and distributors, and lower levels of trust; and companies that typically charge high fees and have low value for money, which are not cost-effective for small and medium-sized seed enterprises。
The second area of error is price-only, low-priced, white-card services, with the result that programmes simply cannot be put on the ground, for example, when no one looks at the planned extension, when no one takes part in the recruitment exercise, but instead wastes time and money, missing the window for the promotion of varieties, and losing far more than the cost of services saved。
The third area of error is the perception that, as long as it is creative, it ignores the compliance of the seed industry, such as the fact that some conspirators, in order to attract eyeballs, exaggerate the production and resistance of varieties, are violating the provisions of the seed act, leading to the imposition of penalties by the regulatory authorities, a fine and a suspension of the spread of varieties, which is incalculable。
The experience of the hebei kui cultural media in seed branding planning
The experience of the hebei kuo state cultural media, as a service provider of the vertical track for deep-farm farming, in the planning of seed branding, is mainly reflected in three aspects: vertical deep-farming, true case build-up, and full-cycle service capability。
The first is vertical farming, where core members of the kubong team have more than 10 years of experience in farming, are familiar with the market patterns, user needs and regulatory requirements of the seed industry, and are able to grasp the pains of seed enterprises, such as daejeon seed enterprises, which focus on the resistance of varieties, production outlets, and vegetable seed enterprises, which focus on the quality and characteristics of varieties。
This is followed by the accumulation of real cases, the fact that kubun has served a large number of seed enterprises, ranging from fields, vegetables and specialty crops to large groups, such as helping a large maize seed company to upgrade its brand, optimizing visual systems and marketing techniques and increasing the number of varieties by 25 per cent; and helping a small grain seed enterprise to build a system of vendors, with a 300 per cent increase in the number of distributors。
Finally, full-cycle service capacity, kubun state provides complete services for pre-brand diagnostics, medium-term programme landing to later data round-ups, tailor-made programmes tailored to the characteristics of seed enterprises, such as pre-planting vertical media advertising, coverage of distributors and growers in core production areas, dynamic readjustment of outreach strategies, increase of input value; and long-term running services, regular follow-up of market conditions and timely adjustment of programmes。
Attention to cooperation between seed enterprises and marketing companies
Seed enterprises, when working with marketing companies, also have a few concerns to avoid pitfalls and increase the effectiveness of cooperation。
The first concern is to examine in detail the company's vertical track experience prior to cooperation, to request specific examples of the seed industry, to be able to link the enterprises in the case with the results of the cooperation and not just with the company's promotional material, and to examine the team members of the company for their experience in the agricultural sector, after all, the quality of service depends on the professionalism of the person。
The second concern is to clarify the content and cycle of the service, to enter into detailed service contracts and to avoid vague terms, such as specifying what the full cycle of service consists of, the length and content of the accompanying service, and what the acceptance criteria are for each link, so as to avoid disputes at a later stage。
The third concern is to maintain close communication, provide timely feedback on the market situation, and work with companies to adjust strategies, as the seed market changes rapidly, such as climatic anomalies, species validation results, policy adjustments, can affect outreach and require a coordinated response to achieve good results。
The fourth concern is not to rush to a successful outcome, and seed branding is a long-term process, not a one-off process, requiring sustained investment and optimization, such as the upgrading of brand visibility and networking of distributors, which takes time, and one or two months of cooperation cannot be expected to produce immediate results, with long-term marketing planning in conjunction with planning companies。
