“Do we really have to learn another new system?”

“What I have and how I do things are working just fine.”

If you’ve recently implemented a change to digital processes or systems, these probably sound familiar. This can make change seem overwhelming. But, with the right approach, change can have a transformative impact – bringing efficiencies to daily processes, enhancing the customer experience, improving margins, and leveling up team morale.

During the 2023 AgVend Partner Summit, tenured ag retail professionals shared successful strategies for navigating change management, specifically when rolling out new digital tools to their businesses. Let’s unpack their advice.  

Build a Strong Foundation with Leadership Support

Bringing a digital transformation to life takes buy-in at every level. Starting with executive leadership, other internal stakeholders, and then customers. Without a strategic plan to share the “why” with the entire team, the initiative will fall short. To truly augment growth as an ag retailer, gaining commitment from the top down is critical.
 

Start with a vision of where you want to go that the leadership team can get behind so you can paint a picture of where we will be when the future is realized.
– Drew Garretson, Keystone Cooperative

When introducing a new technology to leadership be prepared to share the operational value and tangible ROI to the business. Communicate how the system will help teams gain time savings, improve the customer experience, or increase margins.
 

It comes down to problem-solving. If you can clearly articulate what the problem is, come up with the solution, and use some data to back up the problem, that is a powerful opportunity.
– Drew Garretson, Keystone Cooperative

Answering how the new tools will solve today’s business challenges will be beneficial in the long run. And, once leadership is aligned with the strategy and value, it is time to involve the rest of the internal staff.  

Gain Internal Adoption with Value, Influence, and Accountability

To gain team-wide buy-in, reiterate the reason for change and get the team excited about embracing the new digital tools. When people understand the value, adoption rates will increase.

It is crucial to consider every internal role, from business unit leaders to the administrative staff. Be sure to communicate what’s in it for them and how it can improve operational processes and efficiencies.
 

The key for us was getting leaders from all business units involved and having them understand how it works. Then the customer-facing role gets access to help answer customer questions when they come in. It helps sell the tool when you come at it from the standpoint of ease of doing business.
– Dave Spears, MKC

Sharing what’s in for the team is just part of the strategy. Peer “champions”, or digital leaders, at different levels of the organization, to drive real change. Of course, managers need to be bought in and manage this change, but having team members influence the actions of others is where big shifts happen.

Work with business unit VPs to strategically assign internal digital leaders. These individuals should have a good reputation at the organization and be more naturally inclined to use technology. Across the AgVend Partner Network, digital leaders help with training, goal setting, and team motivation for their business unit both at the launch of the new digital platform and beyond.

With the digital lead setting clear goals and expectations, accountability will spread.
 

We had a team assigned to the system and had them report the results every quarter to the leadership team and Board of Directors.
– Dave Spears, MKC

Sharing progress and milestones is always a good way to foster transparency, accountability, and continuous improvement—all of which are essential for the success of any new project.

After teams have begun to embrace digital tools, it’s time to bring customers along.  

Use Communication as a Catalyst to Customer Adoption

Across the AgVend Partner Network, retailers that focus on strong internal adoption and buy-in see greater customer adoption. When teams are actively talking to growers about the benefits of the new app or platform and encouraging them to try it out, customers listen. There a no replacement for the trusted adviser/grower relationship. However, there are a few other marketing strategies to consider.
 

It comes down to communication. That’s going to sound simple, but we use marketing as air cover to keep everyone informed on the local level. At the end of the day, what really gets the job done are the people talking to the farmers face to face. But marketing provides good air cover for everyone.
– Drew Garretson, Keystone Cooperative

Implementing digital tools into a customer’s way of doing business will take clear communication that addresses resistance and focuses on the value. Messaging that highlights the benefits outlines the steps to get started, and provides support will jump-start the customer transition. By leveraging a multi-channel approach, both print and digital, retailers give all customers the opportunity to take advantage of new tools.

But, just like internal adoption, some will hop right on board, and for others, it will take a bit longer. It’s an ongoing journey and it’s important to stay consistent and relevant. Think about all the regular customer touch points the business has and pinpoint where a small QR code could go on the delivery ticket or simple message on the next round of statements to drive customers toward the digital tools. Change up the benefits once in a while too, different people might find different aspects more valuable. To some it’s the ease of eSigning contracts, others it’s seeing purchase history or prepay balances without a call into the co-op, and someone else might find it’s the ability to request tank deliveries anytime.

Remember not all customers want to do business digitally, and that’s okay. It doesn’t have to take 100% adoption to equal success. Stay consistent and focus the goals set for improving the customer experience.
 

Initiate the Change Today

One of the biggest pitfalls when launching new technology is spending too much time making sure every possible question or scenario has been thought of and covered before rolling it out. The truth is, no one will ever think of everything and nothing will ever be perfect. The process doesn’t have to be overcomplicated, but it also shouldn’t be downplayed either.

The most important things to establish before implementing a new system:

1. A good foundation of leadership and internal buy-in.

2. A solid communication plan focused on the value to the users

3. Goals for success and accountability

The best advice the AgVend Partner Retailer Network gives others is to ‘just start’. Don’t wait to start working towards the business goals of increased efficiency, better customer experiences, reducing costs, etc. You’re not alone in the journey, reach out to our team to learn more about AgVend’s platform and team support.