7 Strategies

8/10/2019 7 Strategies

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Dennis GrayChief Trouble Maker


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Be Frank

Islands of Excellence


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Continuously Challenge Outdated

Paradigms

Busting Digms


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Were Missing the Mark

Selling Products vs Systems Solutions often Generic

Solutions too Complex

Poor Consumer Retention Fostering Cherry Picking

Under Optimised Profits

Under Optimised Sales


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Hit The Reset Button

We Togetherneed to Change theRules of the Game on how

Backyard Leisure Professionalsapproach the swimming pool and hot

tub markets.


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The Problem is We are making it tooeasy for our enemies to harm us.

We Need to Change This


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Reacting, or Proactively Responding

to New Business Realities?


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We Have Seen the Enemy


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David Vs Goliath

Lets Get Under the Myth


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1st Create New RulesNew Weapons, New Strategies


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2nd- Make Their Strengths IrrelevantSurprise. Speed. Make Weaknesses Strength

Years Later Hannibal Thumps Unbeatable Roman Army by Changing Rules


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David Made Goliaths Strengths

Weaknesses, and His Weaknesses Strength


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Modern ExamplesYou Dont Have to be the Biggest to be Wildly Successful

Apple has only 6.3%, BMW 3% Market Share


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Thrivingin the Big Box /

Internet Age

Persistence


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How to THRIVE as the

Little Dude / Dudette?Power Comes in Many Forms

Focus on Market Niches

Break the Rules Make a New Game Substitute SPEEDfor Size

Substitute Surprisefor Strength

Passionate Tribes not Teams Be Different - ChampionInnovation

Be Remarkable PureWow


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Key Take Away: More of the Same ...will simply not cut it.

Purposeful Innovation


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Consumers In Play like Never Before

Continuously Moving Target


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Switch & Compare World


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Being InformedNever Easier


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Consumer to Consumer WOM Advice & Self

Research Driving Purchase Decisions


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Ideas for Action

Keep Your Heads Up. Stay CoolLemonade from Lemons.

What can we do with this?

Monitor the Cheese Station Regularly.

Use Turbulence as Positive Energy.

Build your teams Chaordic Capacity.


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What Should You Focus On?

Commodities or New & Better


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Easy. Consumers are Addicted to New & BetterYour TRUE Competition is their Weekly Shopping Experiences


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Vitality Index:% of Sales from products LESS than FIVE Years old, or Proprietary


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If You Only Had One Metric

What Should it Be?


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Take the Red Dot Challenge

Mark products MOREthan 5 years old

in each category and Brace Yourself


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Vitality Metric Forces Innovative Culture

How Exposed is Your Business?

What % of Revenue is Newor Differentiated

Less than 20% - Highly EXPOSED

20 to 30% - Threshold Market Security

30 to 40% - Solid Defensible Position

40 to 60% - Maximizing Profitability


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Generics

I d t & T h l H T ht


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Industry & Technology Has Taught

Consumers to Cherry Pick Pros

Pros Often PromoteCommodities

Sell Products VS Systems

Tired Retail Strategies Weak Staff Hiring

Insufficient Training

Mediocre ShoppingExperiences


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Focus on 3 Dimensions


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Two Examples

(underserved market segments)


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For Salt Water Pools

The Genie is Out of the Lamp


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Hot Tubs & Salt Water Pools

Unique in Several Ways

Consumers Needs are VERY Unique

They are not traditional Pool Consumers

Water chemistry conditions and needsare also distinctly unique.

VERY Different from Traditional Pool

Water Care (Need & Opportunity)

Salt Pools ARE Different


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Simplicity Less Work

Monitored Continuous Sanitation

High TDS - interferes with sometraditional formulated pool chemistry

High pH Environment Propensity to Scale

Propensity to Stain

Reduced Sanitizer Performance

Positive Isotonic Effect Silky to Feel



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ECG - Perfect Storm for Manytraditional Chemicals

Anode produces free chlorine

pH of 1 very acidic

50 PPM of free chlorine

Cathode

pH 13

produces sodiumhydroxide (scale) 2 :1 ratio

Temperature above 120 F

Phosphates accelerate scale formationon metals

Sulfates major part of ECG Cell scale Dry acid should NOT be used for reducing pH

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C RESPOND t R l


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Consumers RESPONDto RelevanceConsumers Inundated with New & Better Solutions

What You

Want to Sell

What

ustomers

NowValue


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Market to Your NichesMake it ObviousWhen Customers Visit

Business

Traditional Pool

Salt Water Pool

Hot Tubs

Weekly Service Full Service

New Water

Restorations


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M i C t R t ti W k


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Massive Customer Retention Weakness

R l t d B i N d


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Declining Profitability Unengaged Workforce

Related Business Needs


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Ideas for Action

Conduct Category Audit

% Sales in Products Less than 5 Years Old

Set Category Innovation Priorities.

Incubate, Do-it, Try-it, Fix-it

Build Staff Change Readiness Capacity

Leverage Who Moved My Cheese.

Celebrate FailuresWhat did we learn?

Make sure the right lessons are learned.


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S i h WHY


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Start with WHY

Th G ld Ci l


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The GoldenCircle


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Re Energize Your PureWow Meter


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Re-Energize Your PureWow Meter


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www purewowtribes com


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www.purewowtribes.com

7 Steps to More PureWow


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1. Re-Visit your companys origins. Reconnect and Commit.

2. Always start with the WHY?, not the How?, not the What?

3. Explore what you can be not just what you are.

4. Build your Teams Pure Wow customer centric skills.

5. Maximize Leveragesmallest things, biggest difference.6. Follow the Pure Wow Improvement Process.

7. Execute Plan with cascading Pure Wow 90 Day ChallengesSee Toolbox in Appendix

7 Steps to More PureWow


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Speed of the Boss Speed of the Staff

What Makes a Passionate Tribe? Security & Common Enemy

Rites of Passage

Common Look & Feel

Motivating Rituals

Winning Culture Passionate Tribe Leader vsBoss Paradigm


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Tribal BehaviorHardwired


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Our Tribes Define Us


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Tribal Leaders


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Tribal Leaders

focus on building

shared values


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Unemotionally Engaged in


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Unemotionally Engaged in

Their Work

71%

Impact of Security on Work Behavior


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Impact of Security on Work Behavior

Impact of Perception of Value on Work Behavior


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Impact of Perception of Value on Work Behavior

Tribal Take-Aways


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Tribal Take-Away s

Tribal Leaders # 1 Job is to Engage.

Customers, Prospects, Staff

Pay for Monkeys Thats what you get.

Work Insecure Staff = Poor Productivity

Smart Tribe =

Secure in Job,

Tribal Existence Under ThreatCommon Enemy


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Understand

High Cost of

Miss-Hires


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Aunt Mary & Wally


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Aunt Mary & Wally

Do they Still Fit?

JobFit = Everything


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JobFit = Everything

Poor Hiring &Onboarding

PoorEngagement

Poor Hiring &Onboarding

PoorEngagement

Employee atRisk

PoorExperience

Poor ProductFamiliarity

PoorExperience

Poor ProductFamiliarity

Customer atRisk Low

Retention

LowAdvocacy

LowRetention

LowAdvocacy

Profits atRisk


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Ideas for Action


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Ideas for Action

Every Position is an Open Position24/7/365

Develop Employee Attraction Strategy

Modernize Hiring Process

Resumes are DEAD.

Make the Candidate do most of the work.

Hire for Job Fit.

(Attitudes and Behaviours Trump Skills)

Humourgood hiring marker.

www.hiringsmart.cawww.talentsorter.com
http://www.hiringsmart.ca/http://www.talentsorter.com/http://www.talentsorter.com/http://www.hiringsmart.ca/


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Continuously Reduce Revenue@Risk


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Continuously Reduce Revenue@Risk


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Why do Customers REALLY Leave?

Understand the Value of a Loyal Customer

Put more Focus on Customer Retention

Existing Customer WAY more Profitable thanNew

Pool Owners Move Every 7 years

Do you follow up Problems & Your Solutions


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Attributes of Great Tribal Leaders


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Challenge Status Quo

Identify Common Enemy to Tribes Existence

Build Strong Tribal Structures

Connect PeopleBe Part of SomethingSpecial

Committed to the Cause

Change is Good ...You Go 1stIt t th t t ff d t tt ti t h t


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Its not that staff dont pay attention to what you

say and do.
http://youtu.be/jwxrsngEJDw


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The next few slides will hep you get started on

your own PureWow Project, and provide some

resources to help.

Tool Box in Appendix


Best Wishes for 2015


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Best Wishes for 2015

Resources Toolbox


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Resources Toolbox


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You are already 90% there focus in on the 10% so you dont get overwhelmed.

Start with the Smallest Things that will make the Biggest Difference.


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Resourceswww purewowtribes com


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Documents

7 Strategies