Corporate blueprint for resistance management accountability, business integration, and implementation

Over the past decade the integration of resistance management (RM) objectives into corporate decisions and activities has advanced across all pest control disciplines but possibly not as quickly as companies selling new mode of action diamide-based insecticide products. A testimony to the condensed timeline challenging insecticide resistance management (IRM) adoption is chlorantraniliprole technical (Rynaxypyr® Active Ingredient) which achieved $1B in revenue only seven years after launch. The preservation of new pest management chemistries is a race against time requiring a comprehensive insecticide resistance management program with integral components, specifically: a strong technical foundation with principles and strategies, internal company commitment, ability to reach and train customers, industry alignment and mutual support, and most importantly the ability to convince the grower to implement RM practices. These RM program components need to be clearly understood by company and industry personnel who commit to the associated roles, responsibilities, and accountabilities. RM objectives must be integrated into the critical processes and strategic planning of agchem companies. It is not just a stewardship practice but a core value. Finally, the industry needs to find more innovative commercial solutions that accelerate acceptance and action by growers to implement RM into their on-farm production process. This will require agchem companies and resistance experts to better determine, understand, and address factors that influence grower’s adoption of resistance management practices specific to geographic markets.