Upstream Ag Insights - August 28th 2022
Essential news and analysis for agribusiness leaders
Welcome to the 132nd Edition of Upstream Ag Insights!
Index for the week:
Tesla Disrupted the Auto Industry. What About Agriculture?
FBN Announces On Farm Trial Partnership with Solinftec + Solinftec Entering Smart Spraying?
Vive Crop Protection Closes Funding Round
AgTech and Genomics Pioneer Pattern closes $35M Funding Round
Yara Cuts Cast Doubt on Europe's Fertiliser Production + “Feeding the World”
Fireside Chat: Is Agtech really just B2B?
Crop Plan 2.0 Delivers New Features for Easier, Efficient Digital Program Experience
We Have More Farming Data Than Ever, But This Crucial Piece Is Missing
John Deere to Crop Input Companies: “Your Margin is My Opportunity” - Commentary from an Upstream Reader
Notable Non-Ag Events That Could Have An Impact on Agriculture
a. China’s Pinduoduo to Enter US Market in First International Step
b. T‑Mobile Takes Coverage Above and Beyond With SpaceX
Thanks for reading, sharing and subscribing!
1. Tesla Disrupted the Auto Industry. What About Agriculture? - Agriculture.com
Electric tractors and the view that we “need outside influence in the equipment industry” have been topical as of late and they will continue to be I am sure. This week I read the linked article by Todd Janzen talking about Tesla and disruption in agriculture. I thought it would be interesting to consider further.
Tesla has been a shock to the consumer car system and it’s worth considering how Tesla created those shockwaves (including whether they are relevant to agriculture), which at the most basic level is three pronged:
Made electric “cool” with design and performance
Brought a digital first mindset
Let’s start with electric tractors. They seem to be a ways out for the traditional large scale row crop farms. Though given the fact that Wright’s Law is always working, it is still worth watching closely.
Wright’s Law has an experience curve effect that expresses the relationship between experience producing a good and the efficiency of that production, specifically, efficiency gains that follow investment in the effort. Essentially meaning the more you produce something, the better it gets and the cheaper it is to do.
The effect has large implications for costs and market share, which can increase competitive advantage over time in equipment. It has proven out in many industries, often showing gains in cost efficiency and effectiveness to the tune of 15% in aerospace and 10% in electronic good manufacturing for every doubling of output, meaning very rapid improvements.
Wright’s Law plays out because of factors like standardization, labour efficiency, network effects, technology driven learning and product redesign to name a few.
This is notable for the strategy that we are seeing in electric tractors being in the smaller segments, and consistent to a degree, with the electric car industry.
The Tesla Secret Master Plan
In 2006 Elon Musk published the above “secret master plan” of Tesla, which is basically encapsulated below:
Almost any new technology initially has high unit cost before it can be optimized and this is no less true for electric cars. The strategy of Tesla is to enter at the high end of the market, where customers are prepared to pay a premium, and then drive down market as fast as possible to higher unit volume and lower prices with each successive model.
So, in short, the master plan is:
Build sports car
Use that money to build an affordable car
Use that money to build an even more affordable car
While doing above, also provide zero emission electric power generation options
We are 15 years later and Elon didn’t deviate from this basic plan.
The small tractor market in ag can be looked at in a similar way to the high end car market.
High end cars are more so used as toys and status signals. And while I would by no means call small tractors high end toys there reality is that where these tractors are frequently used is in orchards and horticulture areas where fields aren’t that big if battery performance isn’t strong (eg: dies quickly) and implements being pulled are much smaller.
This is a great proving ground and what could become a proxy of how fast we see the potential of electric tractors coming to the large scale market, will be watching how rapid adoption is in the small tractor market. As more electric tractors move into the small tractor market, the capability of companies like Monarch or John Deere goes up in terms of what they are learning and can apply to the large tractor market.
According to Wright’s Law, lithium-ion battery cell costs fall by 28% for every doubling of units produced. There are a lot less tractors produced than cars, but I assume there is still some synergy between the car market electric growth and what can be applied to tractors.
Digital First Mindset and Capabilities
What is also interesting with Tesla is not just the emphasis of electric, but how they emphasize software as part of the experience and improvement of their cars along with their autonomous capabilities.
This has become a novel revenue stream for Tesla as well as a key differentiator - in the traditional world we had to wait for a new car to get new and improved features or buttons. In the digital world we send updates via internet connection, this is how companies like Tesla can rapidly iterate and improve and create a better customer experience.
This mind set shift will be worth watching in the ag industry. Consider John Deere who has been emphasizing their digital systems like JD Link and Operations Centre, or consider the CNH Industrial acquisition of Raven. Having a “digital first” mindset, combined with a wider array of digital capabilities and customers engaged with them better positions these organizations to create enhanced experiences and outcomes for their customers. I suspect just like with Tesla, we will see over the air updates to equipment.
In the consumer car market, this has been a point of disruption and shift in how car companies are being viewed. I highlighted some of the potential of that from the Rivian S-1 in the October 10th 2021 edition of Upstream:
Rivian is throwing the conventional automotive business model out the window. Rivian is shifting the industry away from the model of “# of cars sold per year x average selling price.” Instead, Rivian is leveraging “Rivian Cloud” and its proprietary data and analytics platform to offer a host of value-added services including telematics-based insurance, data-driven resale, FleetOS for commercial customers, charging-as-a-service etc. We were interested to learn that >50% of Rivian’s estimated market is driven by services revenue over the lifetime of the customer. In effect, Rivian has created the foundation for a SaaS-like business model which, if successful, could completely transform how investors look at the automotive industry.
We have begun to see this same shift from John Deere.
However, what is interesting is to consider the 3rd thing that makes Tesla unique: No independent dealerships.
Dealerships are core to the strength of any colour of equipment in the agriculture industry. Tesla went about owning their own dealerships and selling direct to the customer. In an electric world, there is theoretically less maintenance and work needed. In the article linked above the author alludes to a diminishing role of the dealership in agriculture.
Maybe this will be the case, I don’t know, but I think ag is slightly different because of the other aspects of “service” required for say spray booms and nozzles, pumps and everything else dealerships are supporting farmers on along with the fact the equipment space is core to precision agriculture and I think we are just in the beginning of seeing emphasis towards precision and technology from dealerships. So dealerships might not be a specific point of “disruption”.
With this said, what’s interesting is the dynamic around right to repair and a company like SwarmFarm.
SwarmFarm has stated they are going to go direct to the farmer without dealerships, empowering farmers to do maintenance themselves or however they choose with a 3-year lease direct to farmer model. This might not be every farmers preference as they tackle autonomy, but it will be some. This is related to the principle behind what would be “classic” Disruption Theory.
Clay Christensen is the god father of disruption. He identified disruptive innovation as the process in which a smaller company, usually with less resources, being able to challenge an established incumbent business by entering at the lower end of the market where a customer was over served or not requiring the full suite of capabilities and then moving up-market from there.
This process usually happens over a few occurrences:
Incumbent businesses innovate and develop their products or services in order to appeal to their most demanding and/or profitable customers, ignoring the needs of those who may be “over served”.
Entrants target this ignored market segment and gain traction by meeting their needs at a reduced cost compared to what is offered by the incumbent.
Incumbents don’t respond to the new entrant, continuing to focus on their more profitable segments, in the equipment world, those that support their entrenched and valuable dealer network.
Entrants eventually move upmarket by offering solutions that appeal to the incumbent’s “mainstream” customers.
Once the new entrant has begun to attract the incumbent business’s mainstream customers en masse, disruption has occurred.
In this instance, the farmer not needing or wanting services from the dealership and wanting to try out a new pricing model like that of SwarmFarm would be considered “over served” and ripe for interest in a company like SwarmFarm. While the movement “up market” might not be perfect to describe what happens next, it might simply be the “in” with enough farmers to begin attaining scale and attraction to their ecosystem.
The above is hard to accomplish in the world of agriculture, but is one of the only ways that I see towards a potential bridge over the moat as it were of the large equipment companies.
Changes in the equipment landscape seem inevitable towards new models, autonomous capabilities and digital first products, but changes in brands seem less likely. It will continue to be a lively space.
2. FBN Announces On-Farm Trial Partnership with Solinftec - FBN
This is a really interesting story here for a couple of reasons: Who is involved and the fact that Solinftec appears to be evolving their offering into the smart spraying category.
One 2023 trial partner we’re excited to highlight is Solinftec, a leading agricultural technology company with an exciting innovation in ag robotics. Solinftec has developed a cutting-edge, autonomous, fully electric robot that promises to transform the way farmers manage their fields.
There can be a bit of contention when FBN comes up around legacy ag retailers. Solinftec has predicated their entire go-to-market strategy in the USA on targeting ag retailers, as evidenced by their partnership with GROWMARK for example.
Optically, it’s interesting to me that Solinftec is working with FBN and states in the article that “Solinftec sees FBN as the ideal partner with shared values” when there are more neutral organizations towards their core customer (traditional ag retailers with equipment fleets) like IN10T to work with on getting field trial work executed on.
This could just be a sign that Solinftec sees the landscape evolving with more openness towards FBN from their target customers, or there could be a bigger partnership longer term with FBN and Solinftec.
Consider what was highlighted in this piece regarding their Solix robot that I haven’t read Solinftec formally announce (emphasis mine):
The “Solix” robot provides real-time in-field scouting data, including pest and disease identification, nutrient deficiency detection, and crop health assessments, as well as a novel platform for the precise, targeted application of crop protection products. This technology is particularly exciting because of its potential to drive improvements in efficiency, sustainability and profit potential for farmers.
This essentially alludes to the fact the Solinftec Solix robot that has been announced as a sensing and data acquisition tool is also going to be moving into also taking action in spraying the crop.
The reason it’s interesting in Solinftec partnering with FBN is that this could be an useful partnership for an aligned distribution strategy for both FBN and Solinftec: FBN obtains a novel service with a non-incumbent equipment company and Solinftec has a route to access millions of FBN customer acres along with the potential to build products that work more seamlessly with the robot.
This will be interesting to watch moving forward.
3. Vive Crop Protection Closes Funding Round, Accelerating Its Precision Chemistry Platform - BetaKit
Vive Crop Protection announced today the close of its USD $26 million Series C investment round. The round was led by Emmertech with participation from the Cibus funds, and existing investors Business Development Bank of Canada (BDC), Export Development Canada (EDC), and Urbana Corporation.
Vive uses its Allosperse’ technology to build crop protection products using a nanoscale, polymer-based delivery system. The technology can be used in both synthetic and biological active ingredients, notably in in creating combination products (synthetic + bio). The technology helps enable formulations of previously challenging to mix active ingredients along with getting the those actives into the plant more effectively.
Vive isn’t profitable yet, but has experienced impressive growth, including a doubling of revenue and a path to $20 million in new revenue this year.
Beyond that, what is most interesting to me are a couple comments from CEO Darren Anderson:
Anderson’s broader vision for Vive involves constructing an engine that allows the startup to launch five new products per year. To support these efforts, Vive plans to build out a microbiology facility at its Toronto office.
Our current plan is that we’re going to be pretty active on the M&A side and really be looking for targets that might be an interesting fit inside our business.
I have written about Vive as a horizontal company, but this was narrowly viewed on my end. While their technology has a horizontal licensing angle, there is a big opportunity for Vive to leverage that technology into proprietary, off patent products:
90% of crop protection products are forecasted to be off patent by 2025 with expected growth in the proprietary, off patent space which is where Vive does play and is positioned well to rapidly develop products suited to specific needs in numerous markets. When we factor in that Eroom's Law applies to Crop Protection, we can again see another reason to be bullish on the future of Vive Crop Protection.
I am not close enough to the space to speculate on companies that Vive might be entertaining acquiring, but it will be interesting to watch their acquisition strategy and whether it is emphasizing some other proprietary technology, such a biological based companies themselves.
Related: Vestaron Closes Another $10M in Series C Funding to Fuel Product Development and Market Expansion - Globe News Wire
4. AgTech and Genomics Pioneer Pattern closes $35M Funding Round - Globe News Wire
PatternAg, Inc., announced today a $35 million funding round led by Conti Ventures, joined by Bidra Innovations.
Pattern’s breakthrough metagenomics platform provides data-driven, evidence-based, long-term predictions about crop risks and nutrient deficiencies at scale in row crops. Pattern’s biological analytics service gives farmers actionable insight into the ways in which their soil biology impacts their on-farm outcomes.
I think everything starts with the soil and Pattern is focused on understanding the physical, chemical and biological dynamics of the soil along with how they interact and what those interactions mean for crop yields and product responses.
The quote from CEO Rob Hranac illustrates where Pattern is headed:
Building a computational platform for agriculture starts with data … Thanks to our customers, we have built the largest soil metagenomics dataset in agriculture. Ultimately, this data will drive the next generation of machine learning for predictive product placement in farms globally.
In order for an organization like Pattern, doing physical soil tests, to ever hit their valuation numbers (which appears to be in the 9 figures…for context, A&L Labs in Ontario, Canada was acquired this year at a $75 million CAD value), they need to be able to build a scalable platform that is delivered via bits, which I suspect means they are looking to create decision tools and insight platforms that can be sold as a “software as a service” to crop input companies or even API driven capabilities that allow their insights to be delivered via a farm management software or in conjunction with another company in the news this week, Growers Edge (write up later on).
To do what they state there are going to do with machine learning in incredibly hard. The dynamics of weather interaction, soil interaction, historic cropping and more (there are thousands of things that impact yield outcomes) can be challenging to navigate.
5. Yara Cuts Cast Doubt on Europe's Fertiliser Production - Reuters
Yara began reducing ammonia production earlier in the year. It will only be using around 35% of its European ammonia capacity after its latest cuts, the company said on Thursday.
High natural gas prices have made it unprofitable to produce nitrogen in many of Yara’s European plants. Being a profit driven entity beholden to shareholders, they shut down their production for the good of the organization long term. Basic economics and a smart business decision.
What stands out to me is Yara is one of the loudest with their “feed the world” statements publicly, highlighting these quotes from just the first few pages of the Yara 2021 annual report:
Yara aims to create measurable, positive global impact in order to help feed the world and contribute to a responsible food system while protecting nature, reducing emissions, and improving livelihoods. This is how we will live up to our ambition of ‘Growing a Nature-Positive Food Future’
We will expand our knowledge-sharing to create measurable, positive global impact in order to help feed the world and contribute to a responsible food system while protecting nature, reducing emissions, and improving livelihoods.
Supporting our vision of a world without hunger
And from their Mission, Vision and Values statement on their website:
There is no trade-off between building a profitable business and solving global challenges
If feeding the world is a global challenge and nitrogen is key to achieve that, there is indeed a trade-off between a profitable business and solving the worlds challenges.
This scenario is a prime example of why the constant “feed the world” mantra falls flat.
“Feeding the world” is an altruistic statement, but no profit driven entity can be entirely altruistic.
I think my friend Janette Barnard covers this incredibly well in “I don’t wanna feed the world anymore” and ends off the piece with this:
So let’s stop claiming to be about feeding the world and be about the realities of unlocking measurable value for producers and consumers.
6. Fireside Chat: Is Agtech Really Just B2B? - Leaf Agriculture
What makes Agtech so different from other tech companies or B2B SaaS startups?”
The question –or rather, the debate– is one that’s been hashed out in various meeting rooms by plenty of Agtech commercial leaders over the past decade.
Slow adoption rates, distribution issues, and churn are just a few of the topics that float to the top when the discussion pivots to the general theme of ‘what makes agriculture special.’
‘Is Agtech really just B2B?’
Bailey Stockdale and the team at Leaf identified a really cool subject to discuss. I joined Bailey, Janette Barnard and Harley Janssen to talk about the dynamics of go-to-market approaches in agriculture.
It’s a nuanced discussion for sure and I hope everyone checks out the video or clips.
I really like the points from Janette on the components of distribution and importance of customer segmentation which can be found in clips in the link.
7. Crop Plan 2.0 Delivers New Features for Easier, Efficient Digital Program Experience - Growers Edge
Growers Edge, a provider of data-driven financial technology (fintech) solutions for the agricultural industry, announced today the launch of Crop Plan 2.0, a simple and fast platform delivering a new era of warranty-backed agronomic crop plans for the ag industry.
Here is a quick background on Growers Edge:
Growers Edge partners with agricultural input suppliers, retailers and other organizations across the U.S. to deliver grower-relevant financial technology solutions. Growers Edge is the industry leader in warranty-backed crop plans and embedded finance solutions for the ag industry. In 2021, the company announced its first sustainability-focused Crop Plan and deployed its new end-to-end embedded financing platform for the ag industry. To date, Growers Edge has partnered with more than 50 retailers to impact hundreds of thousands of acres throughout the United States.
An area I have been increasingly interested in over the last few years is insurance and financial technology offerings. Growers Edge has been a group working in this space for years and continually working to progress their product.
This week they launched new features in their Crop Plan offering:
All digital experience. Simplified enrollment, administration and reporting that can be completed on a computer, tablet or mobile device by a farmer or sales representative.
Field-level enrollment. Rather than relying on complicated government or crop insurance unit definitions, Crop Plan 2.0 allows farmers to enroll acres using familiar point and tap features used by many GPS mapping systems.
Adopting revolutionary data science and analytics. Crop Plan 2.0 utilizes Grower Edge’s proprietary YesterYield technology and data analytics model to quickly identify a farmer’s production history and harvest yield benchmark, which establishes if a warranty payment or credit is due.
Faster and efficient reporting, management and payments. The new and improved platform delivers a better farmer and retailer experience through simplified enrollment, reporting and payments. Crop Plan 2.0’s enhanced process delivers most farmer warranty payments by the end of the calendar year versus the end of the first quarter of the following year.
The ability to embed insurance more effectively into products and service offerings is a big opportunity to support farmers in adopting new technology and delivering the right incentives to move them towards novel practices or products. It is also a big opportunity for crop input companies to differentiate, though in my experience it is not always easy to make the economics work perfectly for those organizations. I am optimistic with continually better data and product development, there will be some positive outcomes in this space in the future.
In June I highlighted some great podcasts on the fundamentals and future of insurance in agriculture along with the bundling together of inputs and insurance:
Upstream Ag Insights - June 19th 2022 (“Insurance Corner”)
8. We Have More Farming Data Than Ever, But This Crucial Piece Is Missing - Entrepreneur
This article from Michael Gilbert, CEO of Semios, highlights the need for one operating system in ag, which would definitely be ideal, just incredibly hard as Michael alludes to.
Farming is not the consumer space. The dynamics surrounding why we have operating systems like Android come from having a data driven company like Google that is incentivized to give away software, keep it open and maintain it for free and make money from the data derived from it’s use or go back to how Microsoft strategized early on in the years of hardware development.
In my view, we will not get to one standard operating system anytime soon in any geography, but I am optimistic that there are increasing efforts to be open, collaborative and build standards to help ease the pain of using some digital tech.
9. John Deere to Crop Input Companies: “Your Margin is My Opportunity” - Upstream Ag Insights
I received some great feedback on this article, along with some great additional commentary.
I wanted to highlight one really thoughtful comment from Alain Goubau, CEO of Combyne, below:
As I was reading this, it reminded me of something that ironically happened in a similar way ~30 years ago within the agchem / trait / seed space but swung at the time in favor of emerging trait providers disrupting the "pure play" agchem world.
When thinking about these types of scenarios, I like to use the value pool concept, which grasps at the value creation and capture by different players across a value chain as it comes together to help solve the specific job to be done.
If you compare the value pools of Seeds & Traits vs Active Ingredients (AIs) over the 80's, 90's and 00's, one can make the case that the value pool of selective crop protection was gradually eroded by the emergence of traits in the early 90s, certainly in the first ~15 years of traits. Why? Because traits replaced the need for using a mix of various AIs that targeted specific pests but also protected the targeted crop - their core source of value and differentiation when trying to kill weeds without killing your crop...
Focusing on the most well-known example, RoundUp Ready (RR) traits and the RoundUp (glyphosate) AI replaced the need for this more complex mix of specialized AIs to solve for effective weed control. This leads to a value pool shift from selective AIs to the RoundUp Ready traits.
However, the added twist in all this is that as resistance to glyphosate started to creep up in the early 2000s (followed by resistance to the other trait / AI bundles as well - think Liberty Link / glufosinate, etc.), the originally displaced AIs started to have a gradual come back because of the increasing need to use chemistries that hadn't been as actively used as glyphosate, and thus were less likely to encounter resistant weeds (e.g. mesotrione as one example). So the value pool of some of the displaced but still effective and reasonably practical chemistries starts making a comeback.
There's also some interesting complementarity going on across this whole element because traits, germplasms, and the AIs associated with a resistance-inducing traits all share complementarity. (germplasm = a "bank" of seeds and seed genetics used in crop breeding). As traits emerged as a viable technology, the companies that developed them also bought out other seed companies in part to expand the germplasm into which they could insert their traits, as well as cross-licensed their traits into other germplasms. All this leads to more demand for the complement - the AI associated with the trait.
As you suggest, are we now starting to see the unfolding of the next chapter in all this i.e. will there be a value pool shift from the AIs / traits bundle to robotics and Artificial Intelligence?
Just for fun, if you take a long arc view when thinking about the "job to be done" of eliminating weeds on a field, I find the story even more interesting. A simplified history of agriculture would suggest the following evolution over time:
1 - human labor for manual weeding, then
2 - animals pulling implements to turn over soil to eliminate weeds, then
3 - mechanization of the pulling of said implements (which is a key practice in at-scale organic farming today from what I understand), then
4 - synthetic chemistry and the rise of agchem AIs in post WWII, then
5 - traits that simplify the use of a mix of selective AI chemistries, then
6 - precision spraying (to significantly reduce the use of agchem in general), then
7 - swarms of micro robots that effectively take us back to a version of #1? It's mechanical weeding, but instead of humans, it's machines?
There are nuances and counterpoints to much of the above.
10. Notable Non-Ag Events That Could Have Impacts on Agriculture
China’s Pinduoduo to Enter US Market in First International Step - Bloomberg
This would generally be considered irrelevant news for an agribusiness newsletter focused upstream in the value chain in commodity row crops. But I think it’s notable for the average agribusiness professional to be aware of.
Pinduoduo Inc., one of China’s biggest e-commerce operators, is preparing to enter the North American market in its first cross-border expansion, according to people familiar with its plans.
Pinduoduo was founded in China and took off in agriculture by selling fruit online before gradually broadening its product categories beyond food. They are one of the fastest growing platforms ever, going from founding in 2015 to almost 800 million users by 2020! They were also one of the groups to create Customer-to-Manufacturer (C2M) and “social commerce” (an innovative e-commerce platform combining group-buying and social media).
With their focus on food and agriculture in rural areas, for many small holder Chinese growers, this e-commerce avenue direct to the consumer was a boon. Agriculture in China is dominated by millions of small family-owned farms, which rely on layers of distributors to sell their produce nationwide. The setup meant farmers often ended up with razor-thin profits.
The USA is not China so it’s difficult to say if they will begin in agriculture or not, but they have constantly had an emphasis on agriculture within China (though to my knowledge they have not sold crop inputs or other farm purchase related products). But last year they unveiled their 10 billion yuan ($1.57 billion) agriculture program to “face and address critical needs in the agricultural sector and rural areas.” The initiative includes equity funding for agtech startups and grants for fundamental research and talent training.
I don’t know what the Pinduoduo point of entry into the USA will be, but it seems safe to assume we will hear more about them in the agriculture space in some way shape or form as they expand in the USA.
What is also interesting to me is how a Chinese company will be received in the USA. I am not American, but there is always a healthy dose of skepticism around Chinese entities in North America, thinking about Huawei or TikTok (Byte Dance) as a couple examples.
T‑Mobile Takes Coverage Above and Beyond With SpaceX - T-Mobile
CEO and President Mike Sievert and SpaceX Chief Engineer Elon Musk announced Coverage Above and Beyond: a breakthrough new plan to bring cell phone connectivity everywhere. Leveraging Starlink, SpaceX’s constellation of satellites in low Earth orbit, and T-Mobile’s industry-leading wireless network, the Un-carrier plans to provide near complete coverage in most places in the U.S. – even in many of the most remote locations previously unreachable by traditional cell signals.
This is news that could have an impact on ag in the future when it comes to connectivity. I am uncertain if this partnership intends to deliver 5G connection initially or just basic connectivity (voice, text), but it sounds like 5G connection would eventually be in the works, a huge benefit to farmers.
Non Ag Article
This week I am opting for an insightful Twitter thread from Billy Oppenheimer who is the research assistant for a favourite author of mine, Ryan Holiday.
In the thread he talks about Paul Graham’s “Bus Ticket Theory” and how that pertains to peoples interests and capabilities in any given area.
Other Notable Ag Reads
Ceres Imaging and Soiltech Wireless Partner to Accelerate Water Management Optimization and Increase Farm Profitability - Business Wire
Agricultural Research Leaders Worldwide Team Up to Launch Landmark Open Data Crop Nutrition Platform - PR newswire
AMVAC Launches Biological Portfolio Group: Green Solutions - The Daily Scoop
Space weather could potentially disrupt farm technology - Farm Progress
Chemical-free steam sprayer kills weeds - Real Agriculture
Trimble, CLAAS Develop New Precision Farming System for CLAAS Machines - Precision Farming Dealer