Careers at AGCO


AGCO’s mission is to achieve profitable growth through superior customer service, innovation, quality, and commitment.

Business segments

AGCO is a manufacturer of agricultural equipment and related replacement parts.  The firm operates four reportable business segments based on geography:  North America, South America, Europe/Africa/Middle East (EAME), and Asia/Pacific.


In 1861 entrepreneur Edward P. Allis purchased Reliance Works, a manufacturer of sawmills, castings, and flour milling equipment. He renamed it the Edward P. Allis Company. It grew significantly when it acquired its top competitor, Bay State Iron Manufacturing Co., in 1869. Over the next few decades it introduced a number of innovations that revolutionized the machinery industry.

In 1901 the firm merged with Fraser & Chalmers, forming Allis-Chalmers Company. This action brought many new product lines to its portfolio, particularly mining equipment. Additional acquisitions facilitated its entry into the farm tractors sector.Not long after acquiring Advance-Rumely Thresher Co. in 1931, Allis-Chambers became a major manufacturer of farm equipment.

In 1985, citing poor performance, Allis-Chambers sold the farm products division to Klöckner-Humboldt-Deutz (KHD).  KHD combined it with its Deutz Farm Equipment subsidiary to create Deutz-Allis Corp. However, it ultimately did not perform well, and in 1990 KHD sold Deutz-Allis Corp. to its Deutz U.S. subsidiary. It was then renamed Allis-Gleaner Corporation, or AGCO for short.

Business model of AGCO

Customer Segments

AGCO has a niche market business model, with a specialized customer segment. The company targets its offerings at firms in the agricultural industry that need equipment and parts.

Value Proposition

AGCO offers three primary value propositions: accessibility, innovation, and brand/status.

The company creates accessibility by providing a wide variety of options. It has acquired numerous firms since its founding, enabling it to add many different types of product lines. These include tractors, combine harvesters, self-propelled sprayers, hay and forage equipment, seeding and tillage implements, grain storage and protein production systems, and related replacement parts.

The company has embraced innovation throughout its history. Its groundbreaking products include:

  • The first rubber-tired tractor
  • The "All-Crop" harvester, which replaced the grain binder and threshing machine
  • The bandsaw, which replaced the circular saw in several milling applications, revolutionizing the logging industry

AGCO has introduced many of its cutting-edge offerings through its renowned product development process, called the AGCO Major Product Introduction Procedure (AMPIP).

The company has established a powerful brand due to its success. It is the largest manufacturer of machinery and equipment focused solely on the agricultural industry. It sells its offerings in over 140 countries and generated revenues of $7.5 billion in 2015. It offers many prominent and popular brands, including Challenger, Fendt, GSI, Massey Ferguson, and Valtra. Lastly, it has won a number of honors, including the following:

  • The 2016 “Internet of Things in Manufacturing Leadership” Award by Frost & Sullivan
  • The “Secure Supply Chain” benchmark certificate by the Association Materials Management, Purchasing and Logistics (BME), Europe’s top supply chain association
  • The Excellence in eSolutions 2015 Award from the German Association of Materials Management, Purchasing and Logistics e.V. (BME)
  • The "New Economy 2014 Clean Tech“ Award for Best Agribusiness and Agricultural Solution in recognition of its Fuse and sustainability initiatives


AGCO’s main channels are its network of 3,000 independent dealers and distributors that operate in over 140 countries. The company promotes its offering through its website and social media pages.

Customer Relationships

AGCO’s customer relationship is primarily of a self-service nature. The company’s website features a section called “AGCO Technical Publications and Manuals“, described as a “one-stop source“ for operator-user manuals, technical service manuals,  and parts books for farm equipment, utility, and light industrial products. AGCO also develops mobile apps that provide useful features for customers, including brand-related product and service information and AgCommand, a component that enables customers to monitor their entire fleet from anywhere, anytime.

Despite this orientation, there is a personal assistance component in the form of technicians that assist customers in diagnosing and solving technical problems with their equipment.

Key Activities

AGCO’s business model entails designing, developing, and manufacturing its products for customers.

Key Partners

AGCO’s key partners are the third-party suppliers that provide it with much of its machinery and many of the components and replacement parts used in its products. The company also depends heavily on its global network of independent dealers and distributors to sell its products.

They are given access to training and support programs that focus on sales, business and inventory management, marketing, and servicing and warranty matters. They are also offered demonstration programs and volume sales incentives.

Key Resources

AGCO’s main resources are the engineers who design, develop, and manufacture its agricultural machinery products. It maintains important physical resources in the form of the manufacturing facilities it operates in 39 locations throughout the world.

Cost Structure

AGCO has a cost-driven structure, aiming to minimize expenses through significant automation. Its biggest cost driver is cost of goods sold, a variable expense. Other major drivers are in the areas of sales/marketing and administration, both fixed costs.

Revenue Streams

AGCO has one revenue stream:  revenues generated from sales of its equipment and related parts to customers.

Our team

Martin H. Richenhagen,
President, Chairman, and CEO

info: Martin H. Richenhagen earned an undergraduate degree at the University of Bonn.  He previously served as the Executive VP at Forbo International, as Group President at CLAAS KgaA mbH, and as Senior Executive VP of Field Operations at Schindler Holding.

Andy Beck,
SVP and Chief Financial Officer

info: Andy Beck earned a BBA degree in Finance at Emory University and a Masters of Accounting at the University of North Carolina, Chapel Hill. He previously served as Chief Accounting Officer, Controller, and Assistant Treasurer at AGCO.

Roger N. Batkin,
VP, General Counsel, and Corporate Secretary

info: Roger N. Batkin has held several leadership roles at AGCO, including Vice President of Legal Services and Regional Compliance Officer EAME and Director of Legal Services and Regional Compliance Officer EAME and EAPAC.

Hans-Bernd Veltmaat,
SVP and Chief Supply Chain Officer

info: Hans-Bernd Veltmaat earned a degree in Electrical Engineering at Fachhochschule Braunschweig. He previously served as Senior Vice President of Manufacturing and Quality for AGCO Corporation and as Group Executive VP of Recycling at Alba AG.