We had the pleasure of interviewing Stuart Pringle, Machinery Business Manager at Carrs Billington Agricultural Machinery, who has been with the company for over 12 years, and Tom Joblin, Machinery Director, with 3 and a half year of experience at the company following a decade in a similar role at another large dealer. Together, they share their insights into the business’s history, its growth trajectory, and how leveraging technology—particularly the Ibcos Gold dealer management system—has improved their operations. They also discuss the challenges and opportunities facing the agricultural sector and offer advice for dealers navigating the rapidly evolving landscape of machinery and technology.
Can you give us an overview of the business’s history, current direction, and future growth?
Tom: “Since its establishment in 1990, our business has transitioned from being a John Deere dealer, to offering a full line of Massey Ferguson products. We are part of the Billington Group, one of the largest privately owned companies in the UK. Looking ahead, we see significant growth potential by expanding our current franchises, particularly at the edges of our existing areas, and optimising operations within our current footprint. We are leveraging Ibcos Gold dealer management system to measure efficiencies and stay aligned with our growth objectives.”
What does a good dealer management system look like to you?
Stuart: “A good dealer management system should be bespoke, and that is where Gold excels. It offers many custom features tailored to our needs, which is why it is widely used. As a large company, we use Dynamics 365 as our main operating system, but Gold handles our machinery business specifically. The contrast between the two systems highlights the advantages of having a specialised solution designed for our industry.”
When did you implement Ibcos Gold, and what was the initial reason for it?
Stuart: “Neither of us were here when Ibcos Gold was first implemented, but my experience with it began in February 1998 at another New Holland dealer, where we adopted it as part of a shift toward modern technology. Before that, we used a very old-fashioned Kardex system. Auditors at the time advised us to move from paper to a computerised system, which led to the transition.
Today, everything is done on Gold, using spreadsheets, pivot tables, and lookups. We have invested more in the system since new directors came on board, and although we are cautious with expenses, we have seen a big improvement in performance by making better use of Gold.”
Tom: “A testament to Gold’s value is that when we transitioned our main operating system to Dynamics 365 three years ago, we deliberately kept machinery operations on Gold because it worked so well. While this adds some complexity, it was the right decision. Past management considered moving away from Gold, but with new leadership, we have recognised the system’s strengths and even expanded its use in additional branches.”
How many branches do you have?
Tom: “We have 28 branches in total, 11 of which are machinery, therefore Gold operates in 11 branches.”
How has Gold changed the way you work?
Tom: “Gold has made our work more efficient. We added features with the account management team, improving reporting and system functionality. The reporting capabilities are powerful, allowing us to extract valuable insights. Recently, we focused on ODBC implementation, which will soon be available to all department managers. We also spent considerable time cleaning data to ensure accurate reporting.
Additionally, we have launched an online shop using the web module, with 13,000 SKUs online, and are leveraging ODBC for stock and pricing feeds. Overall, Gold has significantly enhanced our business operations.”
We understand that you recently had to move your server. Can you tell us a bit about that transition?
Stuart: “We had to move our server because it was previously held by the Cars Group, who opposed the cloud transition that Billington wanted. Despite some initial concerns from Billington IT, the move went smoothly. Tom and I were confident, given our experience with Ibcos, and the transition had only minor teething problems.
Compared to the challenges we faced implementing Microsoft D365, the Ibcos Gold server move was well-planned and efficiently executed. The communication from the Ibcos team was excellent, and the move was completed out of hours, giving us ample time for testing. By Monday, everything was running normally, with just a few minor issues resolved within the week.
We set up a dedicated team, including members from IT and Ibcos, and had regular meetings leading up to the move. The detailed planning made all the difference, allowing us to address potential issues before implementation. Overall, it was a smooth process, much like our successful migration during the 2018 acquisition.”
What do you believe will be some of the key challenges that farmers will face in 2024?
Tom: “Farmers will face significant challenges in 2024, primarily due to unpredictable weather patterns, which continue to disrupt crop cycles. Excessive rainfall is already causing issues, with crops being killed off due to waterlogged fields. Additionally, there is growing apprehension surrounding the shift from the traditional single-farm payment system to a grant-based model. This transition is creating uncertainty in the industry, as farmers must now adapt to a system that rewards efficiency, environmental practices, and specific investments rather than providing broad subsidies. The changes in payment structures will require farmers to rethink their approaches, which could be a major challenge.”
What do you believe are some of the opportunities for farmers in the coming year?
Stuart: “Despite the challenges, there are also opportunities for farmers. The move towards a grant-based payment system could provide significant incentives for those who focus on environmental sustainability, animal welfare, and farm efficiency. Grants for equipment and capital investments could help farmers modernize their operations. For example, last year, there was a high demand for slurry equipment due to grant funding in the dairy sector, highlighting how grants can drive growth in specific areas. Additionally, the growing emphasis on environmental stewardship presents an opportunity for farmers to align their practices with evolving standards, ensuring long-term viability and relevance in the industry.”
How is agricultural machinery, technology, and equipment impacting the sector?
Tom: “Agricultural machinery and technology are transforming the sector significantly, though impacts vary by region. In the east, where arable farms are more common, technology adoption is advanced. In contrast, the west, with its hill, sheep, and mixed farming, sees slower adoption. Technology is evolving rapidly, often outpacing the ability of networks and manufacturers to keep up. Environmental concerns are driving changes, with a focus on reducing inputs and improving practices like selective weed control. The sector is adapting to these innovations to enhance efficiency and sustainability.”
Is there any advice that you would give to other dealers?
Stuart: “Focus on your people. Hiring the right staff and thinking creatively about their roles is crucial. A happy, well-supported team leads to a more successful and rewarding operation.”
What would you say to someone considering Ibcos Gold but not currently using it?
Stuart: “You would be missing out if you do not consider Ibcos Gold. I recommend spending a day with a dealer to see how Ibcos Gold integrates various departments and improves operations. Ibcos Gold offers substantial value and we aim to fully utilise the system to maximise our investment and ensure it remains an integral part of our operations. We are happy to offer a tour and answer any questions as our industry is collaborative, so feel free to reach out for insights.”
