The beef industry often talks about genetics as a numbers business. We discuss expected progeny differences (EPDs), genomic predictions, indexes, accuracy values and genetic trends. Those tools are incredibly important, and today we have more powerful genetic technology available than at any point in history. Yet, seedstock producers understand a simple truth: the genetics business is ultimately a people business.

No single bull is right for every operation because no two operations are exactly alike." — Kelly Retallick-Riley

Picture of success

Outstanding customer service begins with understanding what success looks like for the customer sitting across the table. While genetics provide the tools, people provide the direction.

Every commercial producer has a unique set of goals. One operation may retain ownership through the feedyard and market cattle on carcass merit. Another may sell calves at weaning and focus on adding pounds and bringing more buyers to the sale barn. Some producers prioritize replacement females that thrive in challenging environments, while most have always focused on fertility, longevity and reducing labor requirements.

The first step in delivering value is understanding those goals before recommending genetics.

Many of the best conversations start there. Questions like, “How are you marketing your calves?”, “What challenges are you trying to solve?”, and “Where do you want the operation to be in five or 10 years?” help create a clearer picture of what success looks like. 

Once those answers are understood, genetics become a tool for helping producers reach their destination.

For one customer, that may mean selecting a high-growth terminal sire. For another, it may mean identifying genetics that improve fertility and calving dystocia. For yet another, it may involve using genomic testing to identify replacement females that fit the operation’s environment and management style.

No single bull is right for every operation because no two operations are exactly alike.

Trusted advisors

One of the most important roles seedstock producers play is helping customers match genetics to their production systems. Cattle can take many forms and still be successful. Genetics that excel in one environment may not perform as well in another. Management practices, forage resources, elevation, labor availability, marketing strategy and individual preferences all influence customer success.

When producers help customers understand those relationships, they move beyond being suppliers and become trusted advisors.

Today’s tools also create new opportunities to help customers capture value from their genetic investment. Historically, producers invested heavily in genetics but often struggled to demonstrate that value beyond sale day.

That is beginning to change. Genomic testing, genetic verification programs and value-based marketing systems are helping producers create stronger connections between breeding decisions and economic outcomes. Programs such as GeneMax^® Advantage™ provide insights into commercial female selection, while tools like the AngusLink^® Genetic Merit Scorecard^® help communicate genetic potential to buyers. These innovations help producers differentiate cattle based on documented genetic merit rather than assumptions alone.

Powerful tools

As the industry continues to strengthen connections among seedstock, commercial producers, feeders, packers and consumers, genetic information becomes more valuable because it can be linked to real-world outcomes throughout the supply chain. Many industry leaders now recognize that one of the greatest opportunities ahead is connecting performance information across the beef value chain and translating that information into better decisions.

However, powerful tools come with responsibility.

The availability of more data does not automatically guarantee better decisions. In fact, one of the greatest risks facing the beef industry is moving too quickly toward a genetic objective without fully understanding the long-term consequences.

Genetic change is cumulative. The decisions made today will influence cow herds for years to come.

History has shown that selecting aggressively for a single trait can sometimes create unintended consequences elsewhere. That is why balanced breeding objectives remain so important. Economic indexes, like dollar value indexes ($Values) and EPDs enhanced with genotypes (or DNA) provide tremendous value, but they should be used as decision-support tools rather than shortcuts that replace critical thinking. Industry discussions continue to emphasize the importance of balancing traits such as growth and carcass merit with fertility, longevity, adaptability, and management fit

The long haul

Outstanding customer service means helping producers interpret these tools correctly. It means putting the numbers into context, helping customers understand how genetic information fits their environment, management style and long-term goals. It means helping them understand both the opportunities and limitations of genetic predictions.

Perhaps most importantly, it means maintaining a long-term perspective.

Outstanding customer service is about building long-term relationships. It starts with understanding a customer’s goals and continues by helping them evaluate progress, adapt to changing conditions and make breeding decisions that support the future of their operation.

At its core, genetics is about creating better cattle. But customer service is about helping people achieve their goals through those cattle.

The Angus breed has never had more information, more accuracy or more powerful tools available. Those advancements create extraordinary opportunities for genetic progress. Yet the greatest value of those tools is realized only when they are paired with strong relationships, thoughtful guidance and a deep understanding of customer needs.

That is why genetics will always be more than a data business or a technology business.

It is, and always will be, a people business.