While most farmers are still sowing their seed in the ground, Frontier FS Cooperative crop specialists are already busy working to increase seed sales for next year.

This follows a doubling of seed sales from the prior year for the Madison, Wis.-based cooperative -- a result of monthly winter meetings focusing on seed corn.

"If you can get a farmer's corn business, you can get their soybean and alfalfa business. Farmers focus on corn," says Bob Williams, Frontier FS Cooperative marketing manager. "And, by focusing on getting seed business, we also get fertilizer and chemical business."

Next year's target for the cooperative is to sell 18,000 units of corn. This is an average of nine new customers purchasing 50 bags from each salesperson.

"We are calling on potential customers now for next fall. If they run short, they might try a few bags of our seed this year. Plus, we are putting plots on their farms," Williams says. "It helps get customers' attention when they see FS plots all over."

Plots are a valuable tool for Frontier FS Cooperative. Forty will be placed on prospective customers' land.

The biggest reason for increased sales of both FS and NK seed is that Frontier FS Cooperative has been able to differentiate itself from the competition through use of seed proposals.

"Seed proposals set us apart. Farmers say, 'Wow', when they get their customized proposal. It is the 'wow' they are buying, not the seed," Williams adds.

Frontier FS Cooperative sells about half FS and half NK seed.

"There are very few farms here without FS corn. Farmers want bt corn, and Syngenta is the leader. FS has better conventional corn," Williams says. "GROWMARK is doing a better job of developing new corn hybrids. There is a strong corn hybrid lineup for our area."

The focus on corn has added dollars to the cooperative's bottom line. Last year, $250,000 gross margin was added, $300,000 was added this year, and $350,000 is expected next year.

"As producers cut down on fertilizer expenses, our costs have not gone down. We have to maintain dollars per acre. That is why seed is so important," Williams adds.

The professionalism of the salespeople has also helped increase sales.

"We used to ask for 20, 25, or 50 bags of seed. Now we ask for the whole farm. We put a whole farm plan and proposed field by field recommendations together as a complete package. No one else is doing that. It has also helped increase fertilizer sales. Farmers like the plans and maps for record keeping," Williams adds.

It takes salespeople focused on selling seed corn, which is the hardest part of their job, according to Williams.

In the job for less than one year, Arndt has increased corn sales from 250 to almost 1,000 units. His tool of choice is sales presentations.

"It's a way to get farmers' attention. They like everything laid out. They can see the price, discounts per bag, and where varieties perform the best under specific conditions," Arndt says.

He also knocks on doors. Arndt hopes to increase seed sales by 400 units next year. He targets small to medium dairy farmers and all grain farmers.

"I collect as much information about a customer as I can, including their expectations and limiting factors. I use the information to create my sales presentation. I keep coming back to the limiting factors so I know the customer and where they are at. When I give my recommendation, I already know where we are on price," he says.

Arndt estimates that 50-60 percent of sales result from the sales presentation and the rest comes from his knowledge of the hybrids as well as his understanding of competitors' products.

Herbst has built a relationship of trust with his customers and stability in his territory by remaining there for 11 years.

He follows a motto, "Lead by Seed."

"My customers know that to make me happy, they need to buy more seed," Herbst says with a smile. "My personality allows relationships to happen. I build a friendship and a business relationship. People want to do business with a winner."

When Herbst provides a recommendation, farmers don't often ask questions.

"I know what I'm doing, and they trust me to do the right thing," he says. "Many customers don't even know what's on their fields. I can do more from my windshield than scouting. I have seen it all, and they know it."

Herbst tries to make things easier for his customers. He focuses on core values of competitiveness, efficiency (make things easier), and profitability -- not necessarily to save money but to find programs that work.

For example, Herbst and Rick Balwig, facility manager at the Marxville, Wis. location, have devised a hoist to deliver pallets of seed to customers to make their lives easier.

"People's time is worth money. If I can save a customer time, I will. If I don't have an appointment, I don't visit a customer or potential customer," he says.

He has increased sales by expanding existing business.

"We can offer a lot. If we need to change varieties, we can do that. Plus, we can supply a lot of seed at one time. We are the leader in our territory," Herbst adds.

Majeski gets and keeps customers with his technical knowledge.

"I am much more than a seed and crops salesperson. I provide up-to-date information and keep abreast of new technologies and products. I customize technology to meet each customer's needs," Majeski says. "In this day and age, information is crucial to success. Growers are looking for more information and someone to sift through to find what they can use."

He stays up-to-date by reading magazines, combing the Internet for materials, and obtaining information from University resources. He also learns from local events. For example, when the soybean aphid was discovered last year, he worked diligently with the University of Wisconsin to provide customers answers.

Majeski has increased sales all four of his years on the job. Customers are some of his best references.

"My customers come first. They trust and feel comfortable with me. I develop a close relationship based on honesty -- by doing what I say I am going to do," he says.

Because of the technical advice and a complete package offered, Majeski feels Frontier FS Cooperative performs better than its competitors.

Majeski also uses sales proposals to provide a more professional approach to get or retain business. He plans to increase business by 10-15 percent next year, just doing what he already doing.

He also credits his success to the people he works with. "Without their support, I couldn't get things done," he adds.

Seed sales success comes from proposals

While most farmers are still sowing their seed in the ground, Frontier FS Cooperative crop specialists are already busy working to increase seed sales for next year.

This follows a doubling of seed sales from the prior year for the Madison, Wis.-based cooperative -- a result of monthly winter meetings focusing on seed corn.

"If you can get a farmer's corn business, you can get their soybean and alfalfa business. Farmers focus on corn," says Bob Williams, Frontier FS Cooperative marketing manager. "And, by focusing on getting seed business, we also get fertilizer and chemical business."

Next year's target for the cooperative is to sell 18,000 units of corn. This is an average of nine new customers purchasing 50 bags from each salesperson.

"We are calling on potential customers now for next fall. If they run short, they might try a few bags of our seed this year. Plus, we are putting plots on their farms," Williams says. "It helps get customers' attention when they see FS plots all over."

Plots are a valuable tool for Frontier FS Cooperative. Forty will be placed on prospective customers' land.

The biggest reason for increased sales of both FS and NK seed is that Frontier FS Cooperative has been able to differentiate itself from the competition through use of seed proposals.

"Seed proposals set us apart. Farmers say, 'Wow', when they get their customized proposal. It is the 'wow' they are buying, not the seed," Williams adds.

Frontier FS Cooperative sells about half FS and half NK seed.

"There are very few farms here without FS corn. Farmers want bt corn, and Syngenta is the leader. FS has better conventional corn," Williams says. "GROWMARK is doing a better job of developing new corn hybrids. There is a strong corn hybrid lineup for our area."

The focus on corn has added dollars to the cooperative's bottom line. Last year, $250,000 gross margin was added, $300,000 was added this year, and $350,000 is expected next year.

"As producers cut down on fertilizer expenses, our costs have not gone down. We have to maintain dollars per acre. That is why seed is so important," Williams adds.

The professionalism of the salespeople has also helped increase sales.

"We used to ask for 20, 25, or 50 bags of seed. Now we ask for the whole farm. We put a whole farm plan and proposed field by field recommendations together as a complete package. No one else is doing that. It has also helped increase fertilizer sales. Farmers like the plans and maps for record keeping," Williams adds.

It takes salespeople focused on selling seed corn, which is the hardest part of their job, according to Williams.

Tom Arndt, crop specialist and Cobb, is. branch manager

In the job for less than one year, Arndt has increased corn sales from 250 to almost 1,000 units. His tool of choice is sales presentations.

"It's a way to get farmers' attention. They like everything laid out. They can see the price, discounts per bag, and where varieties perform the best under specific conditions," Arndt says.

He also knocks on doors. Arndt hopes to increase seed sales by 400 units next year. He targets small to medium dairy farmers and all grain farmers.

"I collect as much information about a customer as I can, including their expectations and limiting factors. I use the information to create my sales presentation. I keep coming back to the limiting factors so I know the customer and where they are at. When I give my recommendation, I already know where we are on price," he says.

Arndt estimates that 50-60 percent of sales result from the sales presentation and the rest comes from his knowledge of the hybrids as well as his understanding of competitors' products.

Pat Herbst, Certified Crop Specialist

Herbst has built a relationship of trust with his customers and stability in his territory by remaining there for 11 years.

He follows a motto, "Lead by Seed."

"My customers know that to make me happy, they need to buy more seed," Herbst says with a smile. "My personality allows relationships to happen. I build a friendship and a business relationship. People want to do business with a winner."

When Herbst provides a recommendation, farmers don't often ask questions.

"I know what I'm doing, and they trust me to do the right thing," he says. "Many customers don't even know what's on their fields. I can do more from my windshield than scouting. I have seen it all, and they know it."

Herbst tries to make things easier for his customers. He focuses on core values of competitiveness, efficiency (make things easier), and profitability -- not necessarily to save money but to find programs that work.

For example, Herbst and Rick Balwig, facility manager at the Marxville, Wis. location, have devised a hoist to deliver pallets of seed to customers to make their lives easier.

"People's time is worth money. If I can save a customer time, I will. If I don't have an appointment, I don't visit a customer or potential customer," he says.

He has increased sales by expanding existing business.

"We can offer a lot. If we need to change varieties, we can do that. Plus, we can supply a lot of seed at one time. We are the leader in our territory," Herbst adds.

Don Majeski, Certified Crop Specialist

Majeski gets and keeps customers with his technical knowledge.

"I am much more than a seed and crops salesperson. I provide up-to-date information and keep abreast of new technologies and products. I customize technology to meet each customer's needs," Majeski says. "In this day and age, information is crucial to success. Growers are looking for more information and someone to sift through to find what they can use."

He stays up-to-date by reading magazines, combing the Internet for materials, and obtaining information from University resources. He also learns from local events. For example, when the soybean aphid was discovered last year, he worked diligently with the University of Wisconsin to provide customers answers.

Majeski has increased sales all four of his years on the job. Customers are some of his best references.

"My customers come first. They trust and feel comfortable with me. I develop a close relationship based on honesty -- by doing what I say I am going to do," he says.

Because of the technical advice and a complete package offered, Majeski feels Frontier FS Cooperative performs better than its competitors.

Majeski also uses sales proposals to provide a more professional approach to get or retain business. He plans to increase business by 10-15 percent next year, just doing what he already doing.

He also credits his success to the people he works with. "Without their support, I couldn't get things done," he adds.