Pentair Online Strategy May 2011. Introduction “Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites Interest Interest in Pentair and

Pentair Online StrategyPentair Online Strategy

May 2011May 2011

IntroductionIntroduction

“Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites

InterestInterest in Pentair and products

SolutionsSolutionsSolutionsSolutions

“Previously” Did Not Maintain Interest

• Lacked a “story”• Not consistent• More questions than answers

• Cohesive Story• Consistent look and feel• More to come!

User Experience

Capture the Interest and Support the Internet


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

The Atomic Playpen Team

AgendaAgenda

Introduction & Overview

2010 Discovery Process & Findings

Online Approach & Objectives

Strategic Road Map

Steps Taken to Date

2011 Key Initiatives

Ongoing Evolution

Summary & Discussion


• Founded in 1999• Born interactive• 35 Award-Winning

Employees• Full-Service Agency • In House Technology Team• Microsoft .NET & SQL CMS• Tier One Data Center

About Atomic Playpen



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

The Pentair Team

Executive OverviewExecutive 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

The Discovery ProcessThe Discovery Process

The Discovery Process: The Discovery Process: Where We Started FromWhere We Started From







“Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites

InterestInterest in Pentair and products

SolutionsSolutionsSolutionsSolutions

“Previously” Did Not Maintain Interest

Capture the Interest and Support the Internet

• Lacked a “story”• Not consistent• More questions than answers

• Cohesive Story• Consistent look and feel• More to come!

User Experience

Discovery ProcessDiscovery 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

Q4 2009 – Q1 2010


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

Discovery was conducted from Q4 2009 – Q1 2010



2. Customer InterviewsAP 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 GroupsVia 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.




4. Competitive & Comparative AnalysisAP 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


Discovery FindingsDiscovery Findings

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Internal StakeholderInternal 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

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Internal StakeholdersInternal Stakeholders

• Position the Pentair brand as a “world leader solving world problems”

• Demonstrate that Pentair is “an important part of your day, every day”

Focus on Dealers/Distributors, Investors and Recruits, but…Provide a Public-Facing Perspective on Pentair

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Internal StakeholdersInternal Stakeholders

• 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

Use Pentair.com to Create Awareness

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: ConsumersConsumers

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


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


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


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

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: CustomersCustomers

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


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.


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.”

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Media/Investor RelationsMedia/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

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Competitive AnalysisCompetitive Analysis

Q1 2010 Discovery Findings: Q1 2010 Discovery Findings: Comparative AnalysisComparative Analysis

Online Approach & Online Approach & ObjectivesObjectives

Online Approach & ObjectivesOnline 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


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


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.


•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.


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.


•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).


Develop a Flexible, Scalable Platform

Continually adding and updating content will be a key part of Pentair’s ongoing website

strategy.


•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.

Strategic Road MapStrategic Road Map

Strategic Road Map: Pentair YesterdayStrategic Road Map: Pentair Yesterday

Strategic Road Map: Pentair TomorrowStrategic Road Map: Pentair Tomorrow

Step 1: Launched New Step 1: Launched New Pentair.comPentair.com

Step 1: New Pentair.comStep 1: New Pentair.com

• New look and feel

• New site structure

• Application-based interactive module

• Comprehensive presentation of case studies

• Introduction of multiple languages

Create the Story of Pentair

Launched 11/23/2010

http://www.pentair.com/

Step 2: Extended Strategy to Step 2: Extended Strategy to Flow GBUFlow GBU

Step 2: Extended Strategy to Flow GBUStep 2: Extended Strategy to Flow GBU

Flexible, but consistent brand sites

Residential Flow

• Flotec

• Hydromatic

• STA-RITE

• Myers

• Berkeley

• Simer

Launched Q3 2010 – Q1 2011

Extended Strategy to Flow GBUExtended Strategy to Flow GBU

Flexible, but consistent brand sites

Engineered Flow

• Fairbanks Morse

• Hydromatic

• Myers

• Delta

• Edwards

• Aurora

• Aplex

Launching Q1 2011 – Q2 2011

Extended Strategy to Flow GBUExtended 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.)

Launching Q3 2011

Step 3: Increased AwarenessStep 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

Step 3: Increase AwarenessStep 3: Increase Awareness

Extending Microsites

Global Citizenship ReportAP and Pentair created a digital version of the Global Citizenship Report.

Pentair.com/TwinsAs 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.

GCR Launched:Q4 2009

Twins Launched:Q1 2010


Developing a Landing Page Strategy

Owning Key Applications and Product GroupingsSeveral 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.

Projected launch: Q2 2011

Step 4: Improved Step 4: Improved Technology PlatformTechnology Platform

Step 4: Improved Technology PlatformStep 4: Improved Technology Platform

HTML Back-up

C4 Content Management System (C4)

Lisle Data Center

Flexible, Scalable Platform

Technical ImplementationTechnical 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

Lisle Data Center

Server Implementation

2011 Key Initiatives2011 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


“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


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

2011 Key Initatives2011 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

Projected Launch on Pentair.com: Q4 2011Rollout to other sites: TBD

2011 Key Initatives2011 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


2011/2012: Planned Evolution2011/2012: Planned Evolutionof the Online Strategyof the Online Strategy

2011/12: Planned Evolution of Online Strategy2011/12: Planned Evolution of Online Strategy

Mobile Site

Projected Pentair.com Mobile Launch: Q2 2011Rollout to other sites: TBD

Extending access to key Pentair marketing and brand content, a mobile site is being developed to deliver key corporate, brand and product information.


Extend to Other GBUs

Projected timing:

•Residential Flow Technologies:

6 sites completed

•Engineered Flow Technologies:

2 sites completed, 5 in progress

•Filtration Solutions: Q3 2011

Norit: Initial Integration Q2, 2011

•Residential Filtration: Q1 2012

•Technical Products: Q3, 2012

•Pool & Spa: Q4, 2012


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.



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.

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

Projected Timing: Q2-Q3 2011


SummarySummary

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

SummarySummary


• 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

SummarySummary


o Consistent leadership support will be critical:o Product Resource Center o Global Where To Buy

SummarySummary


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.

o Consistent leadership support will be critical:

Pentair TomorrowPentair Tomorrow

DiscussionDiscussion

Thank YouThank You

Documents

Pentair Online Strategy May 2011. Introduction “Old” Pentair.com & Business Sites Capabilities & Knowledge Mgmt Sites Interest Interest in Pentair and