Agren’s Leadership Background Farm Backgrounds USDA Natural Resources Conservation Service Combined 24 years Six diﬀerent ﬁeld oﬃces Lots of contacts Degrees in Agronomy & Animal Science
Agren’s Background July 1, 1996 Agren started as a consulting ﬁrm Work fell out of the sky Added staﬀ Family business
During Last 15 Years Expanded list of clients Diversiﬁed consulting work But still…endless pursuit of work
Desire For Change Wouldn’t it be nice to be diversiﬁed where, in addition to consulting, we would have something to sell.
Stars Line Up The idea If we just had high quality topographic data… The opportunity Iowa DNR purchased LiDAR The funding NRCS Issues Conservation Innovation Grant RFP The knowledge Past experience
The Product Great reviews Increased eﬃciency Used new technology No one else doing it A vision for the future
Changing The Business Model Agren = Consulting Work done with public funds NRCS needed this technology But NRCS was not interested
Something To Sell Software as a Service (SaaS) Model Where to begin Customers Knowledge Desire Competition
We Got Lucky Iowa Department of Economic Development Call Mike!
Intellectual Property Ownership of IP—Contact an attorney Do contracts to retain IP ownership Patents, Trademarks, Copyrights What will past customers you developed the IP in the past care? Did you ask?
Leverage Products build on past services Products will build on future products Content Code Will it add cash ﬂow and smooth cash ﬂow
Scale Growth within original market Additional markets Can Agren support the growth
IdenGﬁable Market We could identify our market We know our customers We can directly contact our customers We knew how to talk to our customers
Time To Market We had the time No competition Working with government We knew the features Required Optional Nice to have
Pricing The Product Where to start Could we be competitive What evidence did we have Testing the price point Benchmarks Cash-‐forward business model Auto-‐renewals
Time To Cash Flow How much cash did we need Where to get the cash How quickly can we cash ﬂow Do we develop more tools Can the “Service Sector” provide the ﬂoat
RelaGonship In The Market Brand recognition Would we be recognized Current customers Would customers (NRCS) accept the product Current competition Other vendors Collaborators Support in the market
Selling Model Our selling model Sales training/experience Leverage with partnerships
MarkeGng Plan We have a clear plan Need perseverance Need focus Staying in contact/Customer Relationship Management Tracking sales cycle Automated sales Realistic projections
Time & Money (Do you know) Development costs Legal costs for IP on contracts Marketing costs Hosting or other support costs Support Marketing Services Administration & Billing Updates to stay competitive
Long-‐term Decisions Do we keep the service sector How long Do we keep the product sector Bring programming in house Adequate resources Do we keep both Can you do everything