50 Reasons to Start Your Own Business

Some people are destined to be entrepreneurs. From the time they get through school, or maybe even before that, they’re hungry to start a business and lead it to success, and they’ll stop at nothing to make that dream a reality.

For others, starting a business is a scary, intimidating notion. There are too many unknowns to take the plunge. But if you’re considering becoming an entrepreneur, don’t forget all the benefits that go along with it:

1. Flexibility. Work your own hours.

2. More spare time (eventually). Spend more time with your family and friends. But note: This is only applicable once your business is established and you have employees handling the majority of necessary responsibilities. Don’t expect to have more spare time until you reach this point. In fact, expect to have much less.

3. Call the shots. Nobody else is going to set the rules. You are.

4. Set your own deadlines. No more last-minute rushing unless you want to do it.

5. Sell how you want to sell. Online? In person? Inbound? Outbound? It’s your call.

6. Create your own environment. You can set the formality and culture of your organization.

7. Pursue your passion. You can do what makes you happy.

8. Create something from scratch. Watch your organization grow from start to finish.

9. Meet new people. Network with other entrepreneurs and professionals.

10. Build a team. You decide who to hire and bring into your company.

11. Create jobs. Improve the economy with new job opportunities.

12. Help people. Use products and services to improve people’s lives.

13. Become an expert. Learn the ropes of your industry through first-hand experience.

14. Invest in yourself. You take the risk, and you’ll gain the rewards.

15. Make more money. If you want a pay raise, you can give yourself one.

16. Financial independence. No one else is signing your paychecks.

17. Tax benefits. Write off your biggest expenses Note: while you do get to write off lots of expenses as an entrepreneur, beware the “self employment tax.”

18. New challenges every day. Find new ways to stimulate your mind.

19. Get exposed to new cultures. Discover new perspectives and approaches.

20. Discover new fields. Delve deeper into your industry.

21. Create an asset. Give yourself something sellable to hedge your bets.

22. Connect with your clients. Forge real, personal connections.

23. Delegate boring tasks. Don’t do anything you don’t want to.

24. You can stop working. Work you enjoy doing can’t be described as “work.”

25. The power to give. Have the power and flexibility to donate time or money to worthy causes.

26. Get involved in the community. Participate actively in your neighborhood and region.

27. Improve your industry. Push your industry forward with new innovations and ideas.

28. Get a mentor. Meet valuable, insightful mentors and learn from them.

29. Become a mentor. Take your own knowledge and experience, and mentor someone else.

30. Learn new skills. Branch out in new departments.

31. Attend new classes and seminars. Constantly refine your skillset and stay updated.

32. Have a big office. If you want the biggest office in your workplace, it’s yours.

33. Work from anywhere. Work from home, an office or a beach if you so choose.

34. Have the option for multiple ventures. Start another business when you’re done with this one.

35. Gain entrepreneurial experience. Being an entrepreneur makes you a better professional in almost any position.

36. Get recognized. Start earning name recognition and build a reputation.

37. Get things done faster. Set your own efficiency rates.

38. Build a personal brand. Take the time to develop your personal brand, and tie it into your business’s.

39. Get more creative. Create your own opportunities and your own solutions.

40. Inspire others. Serve as an example for other people to follow their dreams.

41. Reduce your commute. Find an office space closer to your home.

42. Have more job stability. Never worry about being laid off or fired.

43. Find pride and fulfillment. Finally start taking pride in the work you’re doing.

44. Reach your dreams. If you’ve ever dreamed of being wildly successful, this is your chance.

45. Learn to embrace failure. Even if you fail, you’ll walk away with new skills and more experience you never had before.

46. Have a great story to tell. It will be a fun story for your grandchildren one day, win or lose.

47. Leave something behind. Pass the business down to your children and grandchildren.

48. Change the world. It may seem like a lofty goal for you right now, but your business really could change the world.

49. Resources are plentiful. With the dominance of the Internet, it’s easier than ever to find resources you need, including startup capital, loans, grants and even mentors.

50. There’s nothing stopping you. What’s really keeping you from being an entrepreneur? Of course there are risks, but there’s nothing forcing you not to take them.

If you want to become an entrepreneur, there’s nothing really holding you back. Take the leap, and lead the company you’ve always wanted.

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How Do I Build a Business Plan? (Infographic)

How Do I Build a Business Plan? (Infographic)

You have a powerful idea for the next big thing, but before you sell it to anyone, you have to get it all down on paper.  It’s time to make a business plan.

How do you know if you’re headed in the right direction? Washington State University created an infographic that provides 10 guidelines to help prospective entrepreneurs organize their thoughts and wow potential investors.

Related: When Planning for the Future, Keep Your Past in Perspective 

The infographic details some major questions that aspiring CEOS need to ask themselves like, what problem is my business going to solve, what’s my company’s mission, and what do we do better than anyone else in the market?

But you aren’t quite done yet. A thorough business plan includes who your target demographic is, the conditions of the market you’re entering into and accounts for worst-case scenarios. And of course, there’s the money: how much you need to get going, and where it’s going to come from once your business is up and running.

Related: A Business Plan for the Startup Economy

For more information, like how much funding you’ll need before applying for a small business loan (that’s 30 percent), check out the infographic below.

Click to Enlarge+

How Do I Build a Business Plan? (Infographic)

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Attention Is the New Currency for Brand Advertising

Brand marketers are shifting their focus away from traditional digital metrics like the click and toward new metrics such as attention.

How did we get here? Virtually every year there has been some sort of innovation: new ad sizes, formats, functionality, targeting and re-targeting techniques and programmatic buying methodologies. We have seen quite a transformation from the day the first 468×60 banner ad was put on a website and the user was encouraged to click.

While the innovations in general have been tremendous, we have actually seen a surprising lack of innovation around ad measurement. Direct response advertisers use “the click” as a proxy for success, but brand advertisers have never really had a true success metric to call their own, and finding the right metric for brands has actually proven a fairly hard problem to solve.

How should we go about finding the right success metric for brands? As a starting point, branding by definition is about creating an ongoing connection with a consumer, so that if and when they are in the market for your category of products, they consistently put you at the top of their consideration list.

Related: How ‘Micro Marketing’ Can Create Macro Results for Your Brand

Does brand advertising work by showing an ad once and getting an instant response? Of course not. Branding is about storytelling. It’s about an idea and trust. The connection that brand advertising creates takes time.

We don’t feel trust with a brand the moment we see a single ad or hear about a brand. The relationship has to be built over time and with consistent and repetitive positive experiences.

That special connection, that trust, creates what Warren Buffett calls an “enduring moat” for the brand. For the best brands, that moat is almost unbreachable. That’s a long way of saying there’s no shortcut to brand building.

Most branded products are still bought offline

A major challenge for brand marketers is that most brand-influenced products still generate the majority of their sales offline. When was the last time you bought a Coca-Cola or a Pepsi beverage online? How about a box of cereal? Or a car? How about a million-dollar consulting contract for your business?

There are exceptions, of course, but when you look at the numbers, the staggering conclusion is that most purchase behavior is still happening offline. According to the U.S. Department of Commerce, of the $1.17 trillion spent in the U.S. in retail in the second quarter of 2014, only 6.4 percent was ecommerce.

On the other hand, as most of us know and experience, we now spend more time online than we do in any other individual medium, including TV. Our lives are becoming digital.

So how should a marketer effectively and efficiently leverage digital for brand building?

Viewability is a good start

The currency of digital advertising for the last 20 years has been premised on the idea that an “impression” means an ad was served in front of a person who had a chance to see and be impacted by that ad. It turns out though, that premise may not be exactly true.

More than half of all display, mobile and video advertising bought on the Internet today is not physically viewable. In other words, the person who was intended to see the ad not only didn’t see it, they never even had it on their screen. How can we expect to measure and drive success if the ads are not even there? We can’t.

Related: Did 2014’s Marketing Predictions Come True? (Infographic)

Viewability is a critical first step to success, because, said simply, if your ad wasn’t there, not much else matters. This is part of the reason why buying viewable impressions has become such a hot topic lately. There is not a single brand marketer who wants to buy an impression that was impossible to see. The transition that we are currently undertaking in the industry, from transacting on a served impression to a viewable one, will be painful for some and beneficial for others. It is absolutely necessary though.

Attention, the new currency

Will viewability solve all of our problems? Does buying a viewable impression mean that the ad will be effective? Relative to buying a non-viewable impression it certainly is better, but ultimately it simply means the ad was there and the person had a chance to see it, not that they actually saw it or were impacted by it.

We need to know not just whether the ad showed up, but whether the person was paying attention. That attention is the most important and most scarce resource that exists. It is what we all have a very limited amount of and what marketers value most.

Also, the way we pay attention has changed in recent times. How often do you sit and spend focused time on one site, never flipping between tabs? For most of us, it’s pretty rare. Whenever we are doing one thing, we are also doing another. That means our attention is fragmented and often unfocused.

So how do we go about measuring and ultimately getting attention? First, we have to define it. Second, we have to ask new questions and seek to discover metrics that may help us uncover attention.

Attention metrics

Attention literally means “notice taken of someone or something.” In the metrics world, starting with “was the ad there” makes for a logical first step (viewability).

After I know the ad is there though, I might ask how long it was there (in-view time) and how long the person was on the page (active page dwell time). Maybe I want to know whether the person interacted with the ad (universal interaction). How long did that interaction last (universal interaction time)? Did they hover over the ad (hover)? Did they touch it on a mobile device (universal touch)? Did they do anything else that tells me they are paying attention (perhaps metrics like scroll rate, scroll depth and scroll velocity can be informative)?

All of these “attention metrics” serve the purpose of giving the marketer a better understanding of the environment in which the ad was displayed. Armed with that information the marketer can make smarter decisions. They can buy inventory with more attention. They can optimize campaigns toward attention signals. They can even transact on attention.

The big innovation for 2015 will be attention. Many of the world’s biggest marketers are already doing it and more will follow, and for those that don’t, they are losing out on the new attention economy for digital advertising.

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9 Must-Read Marketing Ebooks for Every Startup Founder

If you want to build a sustainable, successful business, you have to put the right amount of time and money into implementing marketing strategies that can help you get the word out about your business and products.

Unfortunately, when you’re a new business owner and busy wearing a lot of different hats and spinning a lot of plates at once, that’s often easier said than done. For many new and aspiring entrepreneurs, it’s not always easy to know what to focus on or where to start when it comes to marketing. In my experience, I’ve found that the best thing you can do during times when you feel lost or intimidated is learn from others.

If you know you want to do more with marketing, but you’re not sure where to start, spend some time reading through these nine must-read marketing ebooks:

1. The Ultimate PR Machine

To successfully launch and grow your startup, you have to be able to get the word out about your company, products, team and yourself. The Ultimate PR Machine can teach you how to get more press for your business. In it, you’ll learn things such as how to think like a journalist, build a pitch toolkit, build rapport and connect with people who can help you get the word out about your business, and how to establish yourself as a go-to resource.

2. The Ultimate Lifecycle Email Marketing Guide

These days, if you want to connect with, nurture and ultimately convert prospective customers, you have to invest in email marketing. The Ultimate Lifecycle Email Marketing Guide can teach you how to do email marketing better than any of your competitors. In it, you’ll learn how to write strategic emails that increase engagement, sell more products, onboard new customers, bring back inactive ones and, most importantly, earn trust.

3. 100 Days of Growth

If you want to grow your startup fast, you have to hit the ground running by launching the right marketing campaigns and making the right decisions for your business from day one. Unfortunately with so much information available online about marketing and growth, it’s not always easy to know which tactics are best, or even where to start.

100 Days of Growth makes it a lot easier by focusing on 100 actionable and proven tactics that successful startups use to build brand awareness and boost growth. In it, readers get access to real-world examples for each tactic, recommended tools and the steps needed to get started.

4. The Beginner’s Guide to Search Engine Optimization

Despite what some may tell you, SEO is still a valid, effective and essential way to bring more traffic and leads to your website. In The Beginner’s Guide to Search Engine Optimization (SEO), you’ll get everything you need to make your startup website search-engine friendly. Specifically, you’ll learn how search engines operate, the basics of keyword research and optimization, various SEO tools you can use, and how to track and measure success over time.

5. The Ultimate Guide to A/B Testing

Implementing SEO tactics can help bring more traffic to your website, but higher traffic means nothing unless you can ultimately get people to convert. To boost conversions on your website, you need to get into the minds of your website visitors and prospective customers.

One great way to do that is by A/B testing. In The Ultimate Guide To A/B Testing, you’ll learn the basics of A/B testing, why it’s important, how it can impact conversions, what you should be testing and how to get started.

6. The Beginner’s Guide to Online Marketing

Online marketing is another must when it comes to building brand awareness, connecting with prospective customers and convincing them to buy your new products or services. Most startup founders know this, but not everyone knows where to start or what to focus on. If you fall in that group, The Beginner’s Guide To Online Marketing is a great resource to go through.

The book provides an extensive and comprehensive introduction to online marketing, focusing on topics such as how to craft your brand story, develop your marketing framework, find and engage with your online audience and implement various social, email and content marketing strategies.

7. The Essential Guide to Social Media Advertising

To get the most return on investment from participating on social-media sites such as Facebook, Twitter and LinkedIn as a business, you have to be willing to spend money on advertising. In The Essential Guide to Social Media Advertising, you’ll learn how to set up and launch advertising campaigns that can help you reach more people who fall within your target audience. The guide focuses on topics such as how to create your campaigns, target specific audiences, optimize your ads and measure your success.

8. AdWords Step by Step

When you’re growing a startup, it’s also necessary to invest in Google AdWords as a way to drive more targeted traffic to your website. With Google Adwords, you have a much better chance of being seen by customers when they’re searching on Google for the products or services you offer.

In Adwords Step By Step, you’ll learn how to build successful advertising campaigns for your business. Specifically, the book focuses on topics such as how to set goals, build the right keyword lists and target specific audiences and where to go when you need more help.

9. The Advanced Guide to Content Marketing

Content marketing is another area you can’t afford to ignore when it comes to successfully building and growing a startup. It’s one of the best ways to build buzz about your brand and products, boost website traffic and connect with more qualified leads.

The Advanced Guide To Content Marketing is a great guide to go through if you’ve already been implementing a handful of basic content-marketing strategies that have resulted in more traffic, leads or conversions. This guide offers a number of advanced technique, tactics and best practices that can be used to take your content-marketing efforts to the next level.

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5 Predictions for Tech Hiring in 2015

Technology-driven changes are transforming employee-employer relationships. Are you ready?

Right now, there are companies across the U.S. and the world undergoing a digital transformation, as the digital world and all it entails will continue to alter the business landscape.

Today, I want to share with you my predictions for companies going through digital transformation in 2015.

1. Employer brands will become as important and, sometimes more important, than product brands.

Digital transformation will drive increasing pressure to hire and develop technical talent, but demand will continue to greatly outstrip supply.

Technical talent will have a lot of choice in where they decide to work and this dynamic will force companies to invest more than ever in becoming an employer of choice. Employer brand will become a hot button issue for companies that want to win the race to achieve digital transformation.

2. The relationship between corporations and employees will change more in 2015 than it ever has.

With today’s extreme transparency, employees expect to understand why decisions are made and who is making them. Also, employees today have a stronger voice and the ability to tell the world what they think of their employer–through tweets, Facebook posts, blogs and many online professional and social networks, such as Glass Door.

The reality is that the power in the employer-employee relationship is shifting to the employee, creating a new dynamic that will change a great deal this year, forcing employers to relate to, communicate with and manage their talent in a way that is more influence than control.

3. Managing employee data and information flow inside a company will change in 2015.

By its nature, digital transformation means more shared information throughout the organization. This will force companies to find new, better ways to glean the richest data from the entire workforce, not just leaders and senior management.

The competitive edge in 2015 will go to organizations that can swiftly optimize data intelligence throughout the organization. Only those employers who learn how to communicate swiftly, effectively, across and through every organizational level will emerge as winners.

4. A corporation’s ability to adapt to constant change will equal the ability to build or execute a business plan in 2015.

I believe that digital transformation will put more pressure on organizations to increase their ability to adapt and move quickly. The competitive reality of the future is more intense and dynamic than ever before, such that this ability will be as important, or even more so, than having a future plan.

5. The biggest threat for companies undergoing a digital transformation in 2015 is all about devices.

Companies undergoing digital transformation this year require the ability to balance cultivating strong internal relationships and bonds against the expanded use of digital tools such as tablets, smart phones and laptops as the main source of communication.

Effective working relationships result from real human contact more than they do through digital devices, yet digital devices allow a real-time advantage of speed and detail. This year will highlight how hard it is to successfully manage this balancing act. It also will force companies to innovate new, unique ways to build community and relationships, as well as create a “new rhythm” of how people work together and win.

Finally, the same challenge exists in 2015 for the relationship between companies and their customers. I believe the biggest threat for organizations in 2015 is that employees will increasingly lose touch with colleagues by spending more time looking at a device than cultivating relationships with co-workers, colleagues or managers. Solving this issue should be a top priority for all companies.

The bottom line is that companies need to effectively manage digital transformation in 2015, or it will manage them, leading to negative consequences.

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How to Get People to Do What You Want

How to Get People to Do What You Want

LinkedIn Influencer, Colin Shaw, published this post originally on LinkedIn.

My mum always told me, “You can catch more flies with honey than you can vinegar.” In other words, people respond better to rewards than punishments. As a leader or a marketer if you want an employee or a customer to change behavior, research says the best thing to do is give them positive reinforcement when they do what you want.

Several studies conclude that positive reinforcement is the best way to encourage better behavior. Two new studies examine these concepts more and give us better insight into why this works well.

Study 1: Punitive Consequences Encourage Deception

A new study by the McGill researchers indicates that kids lie to their parents when they face punishment. When encouraged to tell the truth about misbehavior without punishment, however, kids tell the truth. Victoria Talway, a Child Psychology Professor, studied four- to eight-year-olds, where participants were told not to peek at a concealed toy when the adult left the room. If the kids were told there would be a punishment, kids who peeked would lie about it. If they were told not to peek but if they did telling the truth would help the situation, they confessed to peeking. Talway’s conclusion was that kids lie to appease adults.

If you threaten your employees or Customers with punitive action when they do something you don’t want, you are potentially encouraging them to lie to you. While you certainly aren’t their mom or dad, they might want to appease you anyway. Unfortunately, you have two problems here. First, they are still doing what you don’t want. Second, they are lying to you, destroying the relationship of trust you need to have a good experience with them.

Study 2: Rewards Work Better Than Fines

Daniel Pink is a host of Crowd Control and wrote several books on human behavior. He examined what is the best way to discourage minor law breaking. He defined minor law breaking as speeding, jaywalking and parking in handicap spaces. Each of these offenses traditionally is enforced with a fine sentence. What Pink discovered on his show was offering incentives to comply with the laws was far more effective than the threat of fines at getting these wayward souls to change their lawbreaking ways.

What he discovered was that by rewarding those not speeding, he reduced speeding on the roadway by one-third. He had similar results of improvement for other experiments in jaywalking and handicapped parking places.

Your Customers have behaviors that cost your organization money. An excellent example is those Customers that still want a paper statement. The costs associated with sending a paper statement are enormous for an organization, while electronic statements are much less. When Customers get charged for a paper statement, it’s annoying and generates negative feelings toward the company, and rarely encourages them to do what you want. If you reward Customers for making the switch to eStatements, however, they are far more likely to make the switch and have positive feelings for doing so.

Positive reinforcement is the key here. Human behavior is driven by many factors, not the least of which is emotional rewards and positive feelings. Play this tendency to your advantage is the way to harness the power of human behavior and use it to get the results you want—and have them thank you for it afterward.

What ways have you used positive reinforcement over punitive consequence to get the behavior you want from employees and Customers?

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Disruption Down on the Farm

Software company FarmLogs operates in a booming industry that’s trying to reinvent the future of agriculture.

Editor’s note: This article is part of Inc.‘s 2015 Best Industries report.

Jesse Vollmar is not your typical tech entrepreneur.

The 26-year-old Michigan native grew up working in the fields of his family’s fifth-generation farm, growing traditional row crops such as corn and wheat. In high school, Vollmar taught himself how to build custom software for the Web, a hobby he later he turned into a business by forming an IT consulting company.

After graduating from college in 2011, Vollmar discovered a problem plaguing virtually every farmer he knew.

“All these farmers around us were talking about how the software they used was no good,” he says. “It just became really obvious that there was this widening gap between what tech was capable of doing and what farms were taking advantage of.”

In 2012, Vollmar wound down his consulting business and launched Ann Arbor, Michigan-based FarmLogs, a data science company that builds farm management software. The company’s mission is simple: help farmers make their fields more profitable.

Because it’s current industry standard for farm machinery to come with built-in sensors that track everything from precipitation to soil composition, FarmLogs does not have to make hardware. Instead, the company builds software that aggregates crop-field data and analyzes it.

“We can do a lot of at-the-field analysis through remote sensing without having to deploy physical sensors,” Vollmar says.

While farmers traditionally plant the same amount of seeds and put the same amount of water and fertilizer on entire plots of land, there is enormous variability within crop fields.

“There are a ton of different types of soil inside that field that can make nutrients available in different ways to the plant,” Vollmar says. “What we can do is measure that, understand that variability, and then help people divert resources into the right areas to maximize the profitability.”

The official name of what FarmLogs is helping farmers do is “precision agriculture.” Increasingly, farmers are turning to software to help increase their profitability. Precision agriculture revenue has risen an estimated 5.3 percent per year during the past five years, to $1.5 billion in 2014. And that growth is expected to continue at 6.6 percent a year for the next four years, according to research firm IBISWorld.

The venture capital community has also helped put a shine on agriculture, as Silicon Valley only recently identified the opportunity to bring significant innovation to the industry. Here’s a look at what it takes to launch in agriculture and how FarmLogs firmly established itself as a frontrunner.

Digging up funding.

FarmLogs received early backing from tech accelerator Y Combinator, but shortly after arriving in Mountain View, California, Vollmar came face to face with venture capitalists’ lack of enthusiasm for agricultural technology.

“Investors in Silicon Valley didn’t want anything to do with AgTech at the time,” Vollmar says. “In 2012, we were the ugly duckling.”

During the past two years, however, VC firms have woken up to the fact that the agricultural industry is a giant market ripe for a technological revolution. In the U.S., farmers grow more than $135 billion worth of row crops every year.

“Agriculture is large enough and inefficient enough that there is opportunity for people to come in and improve it,” says Todd Dagres, founder of San Francisco-based venture capital firm Spark Capital. “People have seen that for a while, but I don’t think investors necessarily appreciated it.”

In January 2014, roughly 5 percent of the row-crop farms in the U.S. were using FarmLogs’ software. That month, the company raised $4 million of Series A funding from firms including Drive Capital, Huron River Ventures, and Hyde Park Venture Partners.

Six months later, FarmLogs’ market share had grown to 15 percent of U.S. row-crop farms. In January 2015, the company raised an additional $10 million in VC funding, bringing on new investors including SV Angel and Sam Altman, president of Y Combinator. Today, more than 50,000 U.S. farms across all 50 states use FarmLogs’ software, according to the company.

While FarmLogs reports that it has $12 billion in “crops under management,” the company has yet to generate revenue, as its proprietary software is still free. This spring, however, the company will to switch to a freemium model, offering a new set of paid services built on top of the data it has analyzed during the past three years.

“We’re going to be able to do some real-time assessment and monitoring of crop health, and we’ll charge a per-acre fee for that,” Vollmar says.

Making the leap to a freemium model is never a sure thing, but Vollmar is convinced of FarmLogs’ ability to convert farmers to paying customers.

“We have an easy to use, high-quality, grower-aligned offering,” he says. “That gives us the confidence we need to operate, knowing we will be able to build strong partnerships with farmers that allow both sides to be profitable.”

The OS for farms.

Despite FarmLogs’ growing position in its market, the business has a major competitor: Climate Corp., the weather data-mining company acquired by agricultural biotech giant Monsanto for $930 million in 2013. And given investors’ increasing interest in this sector, it’s only a matter of time before still more competitors emerge.

As Lance Donny, chief executive of farm data company OnFarm Systems, told Inc. last June, “Monsanto’s acquisition [of Climate Corp.] opened investors’ eyes about the value of data in agriculture. AgTech is like the next Facebook. It’s the a-ha moment when you realize that data in agriculture is worth so much.”

Three months after being purchased by Monsanto, Climate Corp. made an acquisition of its own, buying agricultural hardware and software company Solum. The transaction produced a new startup in the AgTech space when Solum’s software division spun off from the company and rebranded as Granular Inc.

Despite the rise of agricultural tech startups, Vollmar views Climate Corp. as FarmLogs’ only competitor, and says he’s not concerned about other companies piling into the industry. Climate Corp.’s product combines free software that analyzes weather data and paid insurance plans to help farms manage risk.

Rajiv Khosla, professor of precision agriculture at Colorado State University, agrees that FarmLogs has a strong position in the largely unpenetrated AgTech sector.

“FarmLogs is the classic example of a company that’s translating data that already exists in the public domain to help farmers make better decisions,” he says. “Do we need more outfits to enable that? Yes, because the agricultural space is huge.”

Vollmar says that FarmLogs benefits from the growth of companies in related sectors, such as startups using the latest technology to monitor the health of farms.

“There are a bunch of businesses being created that are launching new satellites that image the earth every single day, and you can gain a lot of intelligence about the performance of fields and crops and help optimize crop production.”

So what is Vollmar’s outlook for FarmLogs’ growth in 2015 and beyond?

“We have an opportunity to build what becomes the operating system for the farm of the future.”

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