Recent years have seen enormous technological advances in tractors and machinery in order to improve operating efficiencies through the rise and rise of connected equipment. Precision agriculture enabling the application of precise and correct amount of inputs like water, fertiliser, and pesticides, increasing productivity and maximizing its yields.

All the major manufacturers are developing systems to meet advancements in precision farming which really only emerged in the latter part of the 1980s.

The introduction of ‘intelligent’ tractors and machinery only marked the start of a technological revolution that is already shaping the dealer of the future – and by definition the quality of staff required to act as the efficient support between the manufacturer and the farmer.

To see the changing impact on a dealers’ ‘modus-operandi’, I recently visited Burden Bros, a John Deere dealership in the south-east of England.

What a fascinating set up and a pointer perhaps to future farmer, dealer, manufacturer relationships.

The undoubted advantage of a 21st century dealership, such as Burden Bros, is that support services required for new technological age of tractors and machinery can be incorporated into the fabric of the business.

Luke Alexander, Group Operations Manager says, “It is interesting than John Deere CEO, Samuel Allen now says that Deere are in the software business rather than in the machinery business. That is the way we are developing our business”.

So the big question is ‘Are you selling machinery – or service today?’.

“Both, of course,” says Luke, “but our role is to work closely with the farmer to provide solutions that will increase his productivity whether it be GPS steered tractors (over 60% of tractors sold by Burden incorporate Deere’s automatic steering system), intelligent controls or remote maintenance checks on combines or sprayers.”

No longer does the farmer have to plough a lonely furrow, nor is the dealer pure salesman, nor order-taker. They are forming partnerships in which the dealer plays an absolutely critical role in advising the customer on bespoke solutions for his farming operation. The dealership acts as the technical nerve-centre, most remotely, to ensure that down-time is kept to an absolute minimum and has the tools to know when a machine will develop a fault.


Left, David Sturges and right, Luke Alexander of Burden Bros Agri

All of which is shaping a new breed of dealer, where support staff are well trained and disciplined in IT systems, software analysis and advance communications.  And that means a gradual breaking down of the traditional dealer structure – and creates the need to recruit high calibre staff.

Being a relatively new dealership, Burdens has been able to build a highly qualified team. A few months ago, David Sturges, joined as Head of Strategy and Business Development. The move has been a return to his roots, and although his high-profile career had included spells as sales and marketing director of Hayter, managing director of Countax and more recently CEO of John Deere turf dealer Godfreys, David came from a farming background and gained a BSc in Agricultural Technology at Silsoe and an MBA from Cranfield University.

“I cannot think of a more exciting time for agriculture,” says David. “Just like the development of mobile phones, a new piece of technology or upgrade is being added almost daily and we have to ensure that we can embrace and react to constant change.”  

He joined a Burden team well-staffed with university graduates. Luke Alexander has a BA from Lancaster University, whilst the FarmSight precision farming division at Burdens is run by Kris Romney and Chris Cormac-Walshe, both from farming backgrounds and both have studied to degree level at University.

There are growing pains however, says Luke Alexander. “The traditional dealership – sales department, parts and service departments – still lie at the heart of the business, and there can be issues in integrating the FarmSight operation from time to time”.

However, what is clear from the Burdens model is that the traditional role of the farm machinery salesman, and of dealer service teams is changing rapidly.  No longer are there ‘all-rounders’. They are being replaced by product specialists, highly versed in selling sprayers, or forage equipment or combines. The FarmSight team are Consultants, their role is to act as business advisors to farmers, helping them optimise the performance of expensive machinery and maximise the return on their investment.