Pentair Online Strategy

Pentair Online Strategy
May 2011

Capture the Interest and Support the Internet
Introduction Interest Interest in Pentair and products Solutions User Experience Solutions Solutions Solutions “Previously” Did Not Maintain Interest “Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites NOTES: Veterans in the space Dominate in award categories Full-service solution provider Technology team comprised of software developers Mainstream technologies Lacked a “story” Not consistent More questions than answers Cohesive Story Consistent look and feel More to come! Capture the Interest and Support the Internet

The Atomic Playpen Team
Introduction The Atomic Playpen Team Paul Frett Director of Strategy and User Experience Mike Kretsinger Founder, Executive Creative Director Becky Burley Account Director Dan Horwath Project Manager Mandy Gartrell Account Coordinator NOTES: Veterans in the space Dominate in award categories Full-service solution provider Technology team comprised of software developers Mainstream technologies

Introduction & Overview 2010 Discovery Process & Findings
Agenda Introduction & Overview 2010 Discovery Process & Findings Online Approach & Objectives Strategic Road Map Steps Taken to Date 2011 Key Initiatives Ongoing Evolution Summary & Discussion

About Atomic Playpen Introduction NOTES: Veterans in the space
Founded in 1999 Born interactive 35 Award-Winning Employees Full-Service Agency In House Technology Team Microsoft .NET & SQL CMS Tier One Data Center NOTES: Veterans in the space Dominate in award categories Full-service solution provider Technology team comprised of software developers Mainstream technologies

Introduction NOTES: Veterans in the space Dominate in award categories
Full-service solution provider Technology team comprised of software developers Mainstream technologies

The Pentair Team Introduction NOTES: Veterans in the space
Over the past 18 months AP has collaborated with a core team of Pentair decision makers: Corporate Marketing: Todd Gleason, Jeni Froemming Corporate Communications: Betsy Day IT: Paul Samadani, Bill Moine, and GBU representatives VPs and Directors of Marketing across all 6 GBUs Representatives of HR, Supply Managements and PIMS NOTES: Veterans in the space Dominate in award categories Full-service solution provider Technology team comprised of software developers Mainstream technologies

There are three key takeaways from today’s presentation:
Executive Overview There are three key takeaways from today’s presentation: Pentair has already taken great strides to enhance its online strategy 2011 Key Initiatives will require consensus to move forward We are executing against a strategic roadmap that will take us through 2012 Pentair has already taken great strides to enhance its online strategy 2009/10 findings 2010 online initiative launched We are half way through a 3-year road map Pentair Tomorrow Upcoming initiatives Consensus will be needed to move forward As we evolve the online strategy we will need to standardize the way we interact with key customer and product data across all GBUs.

The Discovery Process

The Discovery Process: Where We Started From
NOTES:

Capture the Interest and Support the Internet
Discovery Process Interest Interest in Pentair and products Solutions User Experience Solutions Solutions Solutions “Previously” Did Not Maintain Interest “Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites Lacked a “story” Not consistent More questions than answers Cohesive Story Consistent look and feel More to come! Capture the Interest and Support the Internet

Discovery Process Research and articulate a strategic road map that paints a vision interactive initiatives. Stakeholder Input Audience Research Industry Analysis Recommendations and Feature Lists Defined Roadmap NOTES: AP completed interviews with key stakeholders within Pentair that included Senior Management, Technology, Corporate Communications, Members of the Six Global Business Units, Finance and Human Resources. Senior Management Technology Corporate Communications Global Business Units Finance Human Resources Consumer Focus Groups Two focus groups End-user target audience Q – Q1 2010

Discovery Process For Pentair, AP Conducted Four Types of Research
1. Internal Stakeholder Interviews: Via an onsite workshop and 23 individual stakeholder interviews with key personnel, AP gained insight into key business needs and issues regarding branding, marketing, technology, sales, and future growth opportunities. Interviews were conducted with the following groups: Senior Management across all GBUs Marketing Corporate Communications Human Resources Finance Technology NOTES: AP completed interviews with key stakeholders within Pentair that included Senior Management, Technology, Corporate Communications, Members of the Six Global Business Units, Finance and Human Resources. Senior Management Technology Corporate Communications Global Business Units Finance Human Resources Consumer Focus Groups Two focus groups End-user target audience Discovery was conducted from Q – Q1 2010

2. Customer Interviews AP interviewed two direct Pentair customers, one Pentair Field Sales Representative and a Media/PR expert about how they preferred to engage with Pentair and companies like Pentair. 3. Consumer Focus Groups Via two focus groups comprised of 10 consumers who owned and/or recently purchased Pentair products, AP gained insight into consumer purchase habits and their awareness of the Pentair brand. NOTES: AP completed interviews with key stakeholders within Pentair that included Senior Management, Technology, Corporate Communications, Members of the Six Global Business Units, Finance and Human Resources. Senior Management Technology Corporate Communications Global Business Units Finance Human Resources Consumer Focus Groups Two focus groups End-user target audience Discovery was conducted from Q – Q1 2010

4. Competitive & Comparative Analysis AP analyzed the web sites of Pentair’s direct competitors as well as similar multi-brand organizations in other industries as a means of understanding “best-in-class” practices in design, content organization/presentation and functionality. Direct Competitors Analyzed: Siemens.com PurWater.com ITTFluidBusiness.com Danaher.com GrundFos.com Rittal.com AOSmith.com Cuno.com Comparative Companies Analyzed: GE.com Mars.com TheCocaColaCompany.com Philips.com Xerox.com Fritolay.com Heinz.com NOTES: AP completed interviews with key stakeholders within Pentair that included Senior Management, Technology, Corporate Communications, Members of the Six Global Business Units, Finance and Human Resources. Senior Management Technology Corporate Communications Global Business Units Finance Human Resources Consumer Focus Groups Two focus groups End-user target audience Discovery was conducted from Q – Q1 2010

Discovery Findings

Q1 2010 Discovery Findings: Internal Stakeholder
Develop an Online Identity Present the vision, mission and values that positions a single, cohesive company Tell a corporate story instead of individual brand stories Explain how and why GBUs work together Position and provide context for each GBU NOTES:

Q1 2010 Discovery Findings: Internal Stakeholders
Focus on Dealers/Distributors, Investors and Recruits, but… Provide a Public-Facing Perspective on Pentair Position the Pentair brand as a “world leader solving world problems” Demonstrate that Pentair is “an important part of your day, every day” NOTES:

Q1 2010 Discovery Findings: Internal Stakeholders
Use Pentair.com to Create Awareness Create case studies to emphasize solutions Present GBUs as a unified part of a single, powerful entity Develop a cohesive way to address a spectrum of diverse brands Allow GBUs a level of brand sovereignty NOTES:

Q1 2010 Discovery Findings: Consumers
Advertising and branding affect consumer opinion of brands and products Unaided awareness was highest among brands that advertise (PUR, Brita Culligan) In pool and spa, aided awareness was highest among Cal Spa Based on advertising these brands were perceived as providing quality products NOTES:

Brand awareness did not impact buying decisions Recommendations from contractors, home builders, and installers were the largest purchase influencers Systems and products that were in the homes of their friends and relatives or that they saw in model homes were looked on favorably Especially for well and pump systems, consumers looked for companies that would stand behind their products with proven service and guarantees Price was not as important as quality and service NOTES:

The Web is a Critical Research Tool Validate recommendations Gain reassurance about the quality of products Build trust with chosen manufacturers that have proven results Balance of online purchase convenience and local representation NOTES:

Consumers Pay Close Attention to Water Issues Concern about water quality in their homes and communities was unanimous and a prime motivator to purchase products Looking for peace of mind, not deep data Newspapers and word of mouth are the biggest ways that consumers learn about water issues currently NOTES:

Q1 2010 Discovery Findings: Customers
Perceive Pentair as a Conglomerate Dealers, distributors and OEMs see Pentair as overseeing a variety of separate brands They have a narrow view of what Pentair does that is based on the brands they interact with. “Pentair is a pump company” Pentair does not mean much to them currently NOTES: To understand the needs of Pentair’s sales channel, AP conducted thirty-minute interviews with a cross section of dealers, distributors, OEMs and field sales. AP also interviewed a media consultant to gain insight on yet another perspective of Pentair and Pentair.com

Individual Brands are Important, But They Need More Consistency Brand autonomy is important especially in markets where individual Pentair brands compete against each other Differences between how brands are managed makes it hard to do business with Pentair While sales and accounting have moved toward standardization or consolidation, the online experiences do not offer the same content or functionality. This is frustrating to many customers. NOTES:

Rely on the Web for Technical Support and Resources Rely on the Web for technical support and resources Inconsistency between brands is the most prevalent when trying to access online resources. Variations in product names and navigation make it hard for customers to find needed information. “They have good content on their websites, you just can’t find it.” NOTES:

Q1 2010 Discovery Findings: Media/Investor Relations
Transparency is Good, But the Site Needs More Clarity Current archiving strategy for news and company information adds a positive sense of transparency into the operations of Pentair Old site lacked a cohesive overview of Pentair that would make it easy for media and investors to understand and position Pentair accurately The site should emphasize systems and solutions more clearly NOTES:

Q1 2010 Discovery Findings: Competitive Analysis
NOTES: Direct competitor websites are mundane and do not encourage interaction. Purchasing information is difficult to find overall. Sites focus on one brand with many products.

Q1 2010 Discovery Findings: Comparative Analysis
NOTES: Direct competitor websites are mundane and do not encourage interaction. Purchasing information is difficult to find overall. Sites focus on one brand with many products.

Online Approach & Objectives

Create a Pentair Story Establish a simple, cohesive story that brings Pentair’s vision to life and ties together the various business models of its GBUs. In addition to addressing the needs of core b-to-b customers, this story should also position the value of Pentair to the general public. Bringing this objective to life: Redesigned Pentair.com Alternative navigation module on the home page that steps users through the various applications that Pentair focuses on Elevate GBUs to global navigation Create a mission/vision statement specifically for Pentair NOTES:

Establish a Brand Framework Bring a level of consistency to Pentair’s complex organization of brands and GBUs and use this family of brands as a way to forward the overall brand story of Pentair. Bringing this objective to life: Create a consistent set of guidelines to present brands online Develop flexible templates that brands can tailor to their marketing and channel needs NOTES:

Position Expertise Use Pentair’s success stories across all GBUs to demonstrate Pentair’s brand story and the impact that company has on the world today. Case study content should be used to position GBUs, individual brands, as well as Pentair’s focus on systems and solutions. Bringing this objective to life: Present interactive, multi-media case studies throughout the site and as their own section of site content. Elevate key case studies to micro sites. Create a product resource center that allows visitors to navigate to specific brand and product information. Present original or 3rd party content on water quality and water sustainability. NOTES:

Connect Marketing with Sales Beyond simply positioning Pentair, the web site can also bridge the gap between presenting product marketing information and actually driving sales through existing channels. Bringing this objective to life: Initially, elevate where to buy functionality consistently within the new brand site templates. Ultimately, create global “Where to Buy” functionality that lives on Pentair.com as well as brand sites. Allow users to navigate to where to buy resources in a variety of ways (by brand, GBU, product category and/or specific product). NOTES:

Develop a Flexible, Scalable Platform Continually adding and updating content will be a key part of Pentair’s ongoing website strategy. Bringing this objective to life: Develop online properties on a consistent content management system that allows Pentair employees to manage all site content. Provide content managers and editors at Pentair the right level of access and approvals on the site. Ensure the content management system will scale with the growth of Pentair. Support multiple languages. NOTES:

Strategic Road Map

Strategic Road Map: Pentair Yesterday
NOTES:

Strategic Road Map: Pentair Tomorrow
NOTES:

Step 1: Launched New Pentair.com

Step 1: New Pentair.com Create the Story of Pentair
New look and feel New site structure Application-based interactive module Comprehensive presentation of case studies Introduction of multiple languages NOTES: Launched 11/23/2010

Step 2: Extended Strategy to Flow GBU

Step 2: Extended Strategy to Flow GBU
Flexible, but consistent brand sites Residential Flow Flotec Hydromatic STA-RITE Myers Berkeley Simer PAUL: Add graphic or notes discussing how this approach has made it easy to consolidate brands meaning “Pentair Flotec” is on the horizon : Launched Q – Q1 2011

Extended Strategy to Flow GBU
Flexible, but consistent brand sites Engineered Flow Fairbanks Morse Hydromatic Myers Delta Edwards Aurora Aplex NOTES: Launching Q – Q2 2011

Extended Strategy to Flow GBU
Single, consistent distributor portal Consistent means for sales channel to interact with Pentair across Flow brands Can be leveraged to actively support the sales team and sales process Consistent access to all latest product information (price lists, specs, training, marketing materials, etc.) NOTES: Launching Q3 2011

Step 3: Increased Awareness

Leveraging search Increase optimization efforts for organic search across Pentair.com and Flow brand sites via audit, analysis and rewriting all key SEO indices (meta data, alt tags, etc.) Increase network neighborhood through landing page strategy, extending micro site, and auditing/enhancing usage domain names throughout Pentair Leverage content management system to streamline optimization efforts NOTES:

Step 3: Increase Awareness
Extending Microsites Global Citizenship Report AP and Pentair created a digital version of the Global Citizenship Report. Pentair.com/Twins As a premier project, a flagship example of systems and solutions, and a key consumer marketing opportunity, AP and Pentair developed an interactive microsite that brought to life the entire Twins Ballpark solution. NOTES: GCR Launched: Q4 2009 Twins Launched: Q1 2010

Developing a Landing Page Strategy Owning Key Applications and Product Groupings Several Pentair GBUs have marketing needs that go beyond their brand. To accommodate, AP developed a series of flexible landing page templates that allows GBUs and brands to have an online presence at key non-Pentair branded URLs. Landing Pages are being developed for: Residential Flow Technologies Engineered Flow Technologies Filtration Solutions Templates are flexible to handle unique needs of each GBU. NOTES: Projected launch: Q2 2011

Step 4: Improved Technology Platform

Step 4: Improved Technology Platform
Flexible, Scalable Platform HTML Back-up C4 Content Management System (C4) Lisle Data Center NOTES:

Technical Implementation
Lisle Data Center Server Implementation Pentair and AP worked together to develop a long term hosting solution and hardware configuration Sites will be hosted at Lisle Data Center There will be redundancy with AP’s Tier 1 Sun Guard data center NOTES: Pentair & AP are working together to develop a long term hosting solution that will meet the needs of Pentair’s growing online presence. Currently, Pentair.com and the Flow GBU brand sites are being hosted internally at AP’s tier one hosting facility. In the future, Pentair’s sites will be hosted at the Lisle, IL Data Center with redundancy on AP servers in the Twin Cities.

2011 Key Initiatives

2011 Key Initiatives Current paths to product information are confusing and overly complex AP is working with Pentair IT and Marketing to audit all existing product data in order to standardize and update all product data: Assets Audiences Applications Warranty Information Manuals NOTES: 6 components

2011 Key Initiatives “Where to Buy” needs to be more prevalent and accurate Also conducting an audit of all sales contact information to insure that all sales contact are: Current Comprehensive Standardized across brands and product lines NOTES: 6 components

2011 Key Initiatives Audits will inform the creation of a Global “Where to Buy” and a global Product Resource Center Provides direct access product information Leads to standardized product and sales data across GBUs Enhances the brand with consistent experience Increases customer service Drives sales Decreases internal management costs NOTES: 6 components

Projected Launch on Pentair.com: Q4 2011 Rollout to other sites: TBD
2011 Key Initatives Product Resource Center Create a complete customer resource center targeted both at direct customers and consumers that provides easy, consistent access to a variety of information for all brands and products: Warranty information Manuals Technical specifications NOTES: 6 components Projected Launch on Pentair.com: Q4 2011 Rollout to other sites: TBD

Projected Launch on Pentair.com: Q4 2011 Rollout to other sites: TBD
2011 Key Initatives Global Where To Buy Support sales from Pentair.com by launching a global where to buy that provides the ability to quickly find a dealer for any brand. This will allow consumers to find a dealer by: GBU Brand Specific Product Keyword NOTES: 6 components Projected Launch on Pentair.com: Q4 2011 Rollout to other sites: TBD

2011/2012: Planned Evolution of the Online Strategy

2011/12: Planned Evolution of Online Strategy
Mobile Site Extending access to key Pentair marketing and brand content, a mobile site is being developed to deliver key corporate, brand and product information. NOTES: 6 components Projected Pentair.com Mobile Launch: Q2 2011 Rollout to other sites: TBD

Extend to Other GBUs Projected timing: Residential Flow Technologies: 6 sites completed Engineered Flow Technologies: 2 sites completed, 5 in progress Filtration Solutions: Q Norit: Initial Integration Q2, 2011 Residential Filtration: Q1 2012 Technical Products: Q3, 2012 Pool & Spa: Q4, 2012 NOTES: 6 components

Full Site Translation As a means of positioning Pentair as a global company and beginning to appeal to non-English audiences, the new Pentair.com includes a two-phase approach to translation. At launch, translations functionality was included in the site that allows users to see global navigation translated. The ultimate goal is to create tools and workflows to allow all content to be translated. NOTES: 6 components Projected Launch on Pentair.com: Q4 2011 Rollout to other sites: TBD

Emerging Media Strategy & Roadmap To extend industry and consumer reach even farther, Pentair will develop an emerging media strategy that best harnesses key social networks to build brand, educate audiences, and potentially drive sales. NOTES: 6 components Projected Timing: 2011 – 2012

Audit and Enhance Domain Strategy Pentair owns a variety of domains. Currently ownership and management of these domains is scattered across the company. Pentair will audit all existing domains, work with legal to streamline, and establish guidelines for future domains. A standard domain strategy will: Provide Pentair more control Identify legal issues Streamline support NOTES: 6 components Projected Timing: Q2-Q3 2011

NOTES: 6 components

We’re well on our way, and it’s great to have your support
Summary We’re well on our way, and it’s great to have your support Made a great deal of progress on the online strategy road map: Launched new Pentair.com Extended branding strategy to Flow web sites Increase awareness with SEO and landing page strategies Improved technical infrastructure

Summary We’re well on our way, and it’s great to have your support Established a solid online strategy that will evolve with Pentair’s business and brand strategy over the next several years. Mobile Site Extend to other GBUs Full site translation Emerging media strategy Domain name strategy

Summary We’re well on our way, and it’s great to have your support Consistent leadership support will be critical: Product Resource Center Global Where To Buy

Summary We’re well on our way, and it’s great to have your support Made a great deal of progress on the online strategy road map Established a solid online strategy that will evolve with Pentair’s business and brand strategy over the next several years. Consistent leadership support will be critical:

Pentair Tomorrow NOTES:

Discussion

Thank You

Pentair Online Strategy

Similar presentations

Presentation on theme: "Pentair Online Strategy"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Pentair Online Strategy

Similar presentations

Presentation on theme: "Pentair Online Strategy"— Presentation transcript:

Similar presentations

About project

Feedback