The strategy of the agricultural brand and agro marketing
A strong brand in agriculture does not emerge from an advertising campaign. It starts with a proper understanding of the market, the audience, the competition, and the role that the product is meant to play in the farm. At Adagri, we create strategies for agro brands that organize marketing and sales decisions, define the advantage, and indicate where and how the brand should build demand.
We combine market analysis, data, research, and over 20 years of industry experience with a practical approach to implementation. Strategy is part of a broader approach for us. agricultural marketing - it should help the team make decisions, not end up as a presentation that no one returns to.
Do you need to organize the direction of your brand, portfolio, or the entry of a new product into the market?
When does an agricultural brand need a strategy?
The strategy is especially needed when a company faces a decision that cannot be resolved by simply increasing its advertising budget. This applies to both large manufacturers with an extensive portfolio and brands that are just entering a specific market segment.
- introducing a new brand, product or technology to the market,
- entry into a new category or segment of farms,
- repositioning a brand that has lost its distinctiveness or has stopped distinguishing itself from the competition,
- organizing an expanded portfolio and relationships between products,
- a change in the communication model, sales channels, or the way of cooperation with distribution,
- a decrease in the effectiveness of current marketing activities,
- the need to build a common direction for marketing, sales, product, and management.
In such situations, we start with a diagnosis. We don’t assume that communication is the problem. Sometimes the source of the problem is improper positioning, insufficient product diversification, failure to match the segment, an unclear portfolio architecture, or a disconnect between what the brand says and what the farmer really expects.
From data to decisions
The agro market is highly diversified. A farm with several hectares of land has different needs than a large commodity producer. Similarly, you buy a crop protection product differently than you buy a tractor, a feeding system, a seed variety, or a financial service. Therefore, the strategy cannot be based on a single general image of the "farmer".
In our strategic work, we combine market information, data on consumer behavior, expert knowledge, client materials, analysis of the competition, and – where relevant – qualitative and quantitative research. Thanks to our own media platforms Agrofoto.pl and Agrofakt.pl, as well as our many years of work with agricultural brands, we also observe how topics, language, and sources of information used by farmers are changing.
Market and competition analysis
We start our strategy by understanding the context. We examine how the category is structured, what needs are declared by the target audience, what competitors from different brands compete with, how their communication looks like, what arguments appear most frequently, and where there is room to build our own position.
We analyze not only direct competitors. In agriculture, the decision may also concern an alternative way of solving the problem: a different cultivation technology, a different purchasing channel, a shift in investment, or remaining with the current solution. That is why positioning must relate to the real choice of the customer, and not solely to the messages of other producers.
Segmentation of farmers and target groups
One of the key stages is determining who is actually the most valuable customer for the brand. Segmentation can take into account, among other things, the size of the farm, the production profile, the type of crops, the scale of investments, the degree of technological advancement, the way decisions are made, the purchasing channels, and the role of individual individuals in the process.
It’s not about creating elaborate personas for the presentation itself. Segmentation is meant to lead to decisions: who do we prioritize, what problem are we solving, what argument do we use, and where should we appear on the purchasing journey.
Brand positioning and value proposition
Positioning answers a simple but demanding question: why should the recipient choose this particular brand or product? We sort out the advantages, functional and emotional benefits, purchase barriers, and evidence that can validate the promise.
In agriculture, the mere slogans of quality, innovation, or efficiency are usually not enough. A professional buyer expects specifics: parameters, results, experiences of other users, a reliable expert, a service, accessibility, the economics of the solution, or the limitation of risk. The strategy must indicate which of these arguments are most important for the brand and how to consistently translate them into communication.
Brand architecture and portfolio
In expanded agricultural companies, the problem is not a lack of products but an excess of them. When the customer does not understand the differences between variants, lines, or technologies, the cost of communication and sales increases. Therefore, in our strategy we are organizing the role of individual brands and products, the relationships between them, and the rules of naming and communication.
The result can be simpler navigation through the portfolio, a clearer division of the offering into applications, segments or needs, and clear rules that build scale, that establish the image and that open up new categories.
Brand architecture and portfolio
In expanded agricultural companies, the problem is not a lack of products but an excess of them. When the customer does not understand the differences between variants, lines, or technologies, the cost of communication and sales increases. Therefore, in our strategy we are organizing the role of individual brands and products, the relationships between them, and the rules of naming and communication.
The result can be simpler navigation through the portfolio, a clearer division of the offering into applications, segments or needs, and clear rules that build scale, that establish the image and that open up new categories.
Communication strategy
Based on positioning, we define the main areas of communication: language, arguments, evidence, and principles that ensure consistency across channels. We determine when communication should be educational, when it should be product-based, when it should be based on the farmer's experience, and when it should be based on an expert or data.
In agriculture, seasonality is of particular importance. Therefore, we combine the direction of communication with the calendar of needs: sowing, fertilizing, protection, harvesting, investment purchases, and planning periods for the next season.
Goals, KPIs and implementation plan + table
The strategy must answer the question of how to recognize that it is working. Depending on the project, we define indicators regarding, among other things, recognition, participation in inquiries, lead generation, quality traffic, sales, distribution, visibility in search engines, activity of recipients, and penetration of selected segments.
We combine KPI with a plan of action and accountability. This way, the client team knows what should happen first, what competencies are needed, and which actions can be carried out internally, while others require external support.
Table 1. Areas of strategy and decisions that govern
| Area | A crucial decision |
| Market and competition analysis | Where a brand can build its own position and with what it really competes |
| Segmentation | Which audiences should be given priority and what needs are of greatest importance? |
| Positioning | Why the recipient should choose this brand or product |
| Portfolio architecture | How to organize the roles of brands, lines and products |
| Customer journey | What role should the other contact points and channels play? |
| Communication strategy | What arguments, evidence, and language should be consistent throughout the communication? |
| KPI and implementation | How to measure the result and in what order to implement the actions |
What does the process of creating a strategy look like?
- Workshop and diagnosis We define the problem, business goals, scope of decisions, and available data.
- Market analysis, competition and customers We collect facts and identify information gaps.
- Research and insights When the project requires it, we deepen our knowledge of the needs, motivations, and barriers of the target audience.
- Strategic directions We are developing variants for positioning, segmentation, and the role of the brand.
- Model of communication and customer journey We shift the focus to arguments, content, and channels.
- Implementation plan, KPIs and priorities The strategy receives a specific sequence of actions.
- Support for implementation If necessary, we transition from the document to the implementation with the client.
What do you get?
The scope depends on the problem, but the result of the work can be a strategic diagnosis, audience segmentation, a map of competitors, positioning and value proposition, portfolio architecture, customer journey, communication strategy, creative directions, channel map, KPIs, and an implementation plan. However, the most important thing is that all elements form one decision model.
Why the agro strategy from Adagri?
- Over 20 years of working with brands and products intended for farmers.
- Knowledge of seasonality, distribution and the specifics of purchasing decisions in the agro sector.
- Access to your own media, Data, insights and daily contact with topics important to farmers.
- Combination of competences strategic, research, content, performance and technological.
- A focus on implementation - the strategy is intended to lead to marketing and sales activities.
Most common questions
1. How long does the preparation of an agricultural brand strategy take?
Most often, from a few to several weeks, depending on the scope of analyses, studies, and the number of markets or categories covered by the project. The current Adagri offering usually takes about 4-8 weeks for the full strategic process.
2. Does the strategy only cover marketing?
No. In agro marketing projects, it is strongly linked to sales, distribution, portfolio, and the role of representatives or dealers. Therefore, we take these elements into account if they influence the customer’s decision.
3. Are market research studies necessary?
Not in every project. We first check the existing data and knowledge of the company. We recommend conducting research when an important decision would be based on assumptions that cannot be reliably confirmed in any other way.
4. Can you also implement the prepared strategy?
Yes. The Adagri team covers strategy, design, content, SEO, social media, performance, PR, development, and technological solutions, so we can manage the entire process or select elements of the implementation.
5. Can the strategy only apply to one product?
Yes. The scope may include the entire brand, a selected category, a new product line, or a single product if the business decision focuses around it.
Build a direction that will connect brand, marketing, and sales.
