"A passion for agriculture." This was one of the statements that Wade Barnes, Farmers Edge president and CEO, used in introducing Lori Robidoux as the company's new chief financial officer in 2015. Should having a passion for agriculture be a prerequisite for a CFO? Evidently it is for Farmers Edge.

Indeed, that passion for agriculture is embedded in the core values of Farmers Edge, described as a belief that "pursuing our interests with commitment, dedication, and enthusiasm is the only way to show our respect for global agriculture." But what else is in a company's brandparticularly powerful brands? As this chapter suggests, no two marketers will ever describe the concept of brand in the same way, and yet somewhere in its definition are three pretty indispensable characteristicsthink of them as the threeCs of power brands. First, there must be a competitive advantagesomething in the overall product offering that exceeds that of competitors. Second, this advantage must be communicated through a compelling story. Third, today's top brands must contribute altruistically to the greater good.

That "passion for agriculture" of which Wade Barnes speaks is not just in the Farmers Edge people, it's in its brand identity: a palpable feature permeating every aspect of the firm. The other core values Farmers Edge upholdsleading edge, customer service, technical support, determination, and, significantly, sustainabilitycarry that identity at all levels. You begin to understand how Farmers Edge is able to push out sophisticated software so deftly. "Our advantage is that we're like a rebel army," professes Barnes. "We have to be fluid, we have to be mobile, we can zig when we need to, where the big guys can't." While being the rebel army could be seen as a brand attribute, Barnes admits that it makes investors nervous, so that passion for progress must be balanced with responsible growth.

Furthermore, while Barnes emphasizes the advantage of being nimble enough to make moves that larger corporations simply cannot, he also acknowledges the downside of being a relatively small company. "We don't have the war chest that some of these bigger players have, so we have to make one dollar go as far as they do with three hundred dollars." But what happens to that rebellious brand image, that underdog that takes on the goliaths of the industry, when Farmers Edge gets bigger? "We'll have to adapt," claims Barnes. However, he suggests that the DNA of the Farmers Edge competitive advantagecreating cutting edge, single-solution precision agronomy tools for farmerswill make it an attractive employment destination for the type of people Farmers Edge will always need to maintain that rebel-like brand. "Today, younger people want to do something, be involved in technology and a part of something cool. And we're the only true exposure to that in the business."

Questions

• Is passion a differentiating feature for Farmers Edge? Why or why not?
• While Farmers Edge targets businesses rather than end consumers, is it still important to develop a brand personality? Why or why not?
• How would you describe the Farmers Edge brand personality?