brad wike (217)855-2072 brad@peerlessrestoration
DESCRIPTION
Brad Wike (217)855-2072 [email protected]. Todd Garner (217)620-3662 [email protected]. CORE VALUES. World Class Service – that is peerless, “above and beyond comparison” Integrity – the foundation of all our relationships - PowerPoint PPT PresentationTRANSCRIPT
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PURPOSE
To better the lives of our customers and employees
through world class service and a commitment to community support.
3
CORE VALUES
World Class Service – that is peerless, “above and beyond comparison”
Integrity – the foundation of all our relationships
Courage – the moral strength to say what you mean honestly with conviction and accountability
Profitability – Ensuring the future of Peerless and job security for our employees
Winning – Be the best, never quit
4
5
Business Overview• Peerless began serving Central
Illinois in 1945 cleaning rugs and draperies.
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Business Overview• Peerless began serving Central Illinois in
1945 cleaning rugs and draperies.
•The company eventually added dry cleaning, laundry, carpet, upholstery, air duct, tile/grout cleaning, mold remediation and fire & water restoration.
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Business Overview• Peerless began serving Central Illinois in
1945 cleaning rugs and draperies.
• The company eventually added dry cleaning, laundry, carpet, upholstery, air duct , tile/grout cleaning, mold remediation and fire & water restoration.
•Started with 7500 sq ft building, added facilities in Decatur & Springfield for a total of over 42,000 sq ft of office & warehouse space.
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• Currently serving Macon & Sangamon Counties: Population 302,821
Business Overview
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Business Overview•Currently serving Macon & Sangamon Counties: Population 302,821
•Fleet of 37 vehicles
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Business Overview•Currently serving Macon & Sangamon Counties: Population 302,821
•Fleet of 37 vehicles
•Purchased a flood house in Springfield and began construction on new Springfield facility
11Opening Soon – Springfield, IL
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Timeline1945 ~ Peerless is founded
1978 ~ Purchased by Scott and Linda Wike
1996 ~ Decatur was hit with back-to-back tornadoes – we packed out over 30 households
2004 ~ Corporation purchased by Brad Wike
2005 ~ Moved restoration division and business offices into new facility
2006 ~ Purchased training facility and warehouse in Decatur.
2006 ~ Purchased office/warehouse facility in Springfield
2006 ~ Started practicing The Rockefeller Habits
2008 ~ Million Dollar Month
2009 ~ Started playing The Great Game of Business
2011 ~ Purchased new Springfield facility – opening in 2011
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Peerless Executive Team Required Reading:
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The Rockefeller Habits3 Winning Habits:
• Priorities: A few rules remain consistent with a firm's core values and long-term goal. Others change regularly -- what Harnish calls the Top 5 and Top 1 of 5.
• Data: Key metrics should be measured over time (Smart Numbers); short-term metrics provide a tighter focus on an aspect of the business (Critical Numbers).
• Rhythm: A well-organized set of meetings keep everyone aligned and accountable.
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Priorities Data
TYING THEM TOGETHER ON
THE
ONE PAGE STRATEGIC PLAN
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1 1 1 1
2 2 2 2
3 3 3 3
4 4 4 4
5 5 5 5
6 6 6 6
Core Values / BeliefsForever
2011 2011 Quarter # 1 2010
Revenues
Profit
Gross Margin
Cash
Days Sales Outstanding
Carpet
Fire
Water
Dry Cleaning
Year Ending 2010
Revenues
Profit
Gross Margin
Cash (% of Sales)
Days Sales Outstanding
Water
Dry Cleaning
Fire
Carpet
R - Restoration - fire, water & moldD - Dry Cleaning
2011 Theme
BaselineHistorical
DRIVE FOR FIVE!
To better the lives of our customers and employees through world class service and a commitment
to community support.
Dry Cleaning
Gross Margin
Actions (How)
Cash
Days Sales Outstanding
Profit
33
Revenues
Profit
3-5 years10-30 Years
Purpose (Why)
Future Date
5
4
5
2 2
Big Hairy Audacious Goal
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BHAGCelebration/Reward
Confidential
Water
Cash
Dec 15 & 16, 2010
Targets (Where)
Revenues
Carpet
Gross Margin
1 year
Work hard, work smart, work as a
team and have fun!
$20,000,000 in Sales with a 20%
Profit by 2020
Call to Action
Year Ending 2010 - Sales By Division
5
4
5
Peerless: Problem Solved!
2
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Winning – Be the best, never quit.
Integrity - the foundation of all our relationships.
Courage – the moral strength to say what you
mean honestly with conviction and accountability. 1 1
2
CARD
3
Cost of good soldQuick ratio
1 or 2 Critical #s
Key Thrusts/Capabilities3-5 Year Priorities
Track new business.
Elevator PitchBrand Promise
C - Carpet CleaningA - Air Duct Cleaning
The Great Game of Business and the Stake in the Outcome will provide
the rewards. Celebrations will be created as
appropriate.
3
1 or 2 Critical #s
Key InitiativesAnnual Priorities
Revenue &
Rocks & AccountabilityQuarterly Priorities (Who / When)
We go where we are needed!
Profitability ensures the future of the company
and employees. Sandbox / Market
Cash
Smart Numbers / KPINet Profit
Carpet
Quarter
Quarter # 1
Cash
Year Ending
Days Sales Outstanding
Fire
Water
Dry Cleaning
Fire
Profit
2011 1-Page Strategic Plan
ActionsTo Live Values, Purpose, BHAG
World Class Service - that is peerless, “above
and beyond comparison”.
S.W.O.T. Analysis
Opportunities (External)
Gross Margin
Goals (What)
Revenues
Threats (External)
Strengths (Internal) Weaknesses (Internal)
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1 1 1 1
2 2 2 2
3 3 3 3
4 4 4 4
5 5 5 5
6 6 6 6
S.W.O.T. Analysis
Threats (External)
Strengths (Internal)
Weaknesses (Internal)
Opportunities (External)
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2011 Quarter# 2010
RevenuesProfit
Gross Margin
Cash
Days Sales Outstanding
CarpetFireWater
Dry Cleaning
RevenuesProfit
Gross Margin
Cash
Days Sales Out-standing
Celebration/RewardWaterDry CleaningFireCarpet
The Great Game of Business and the Stake in the Outcome will
provide the rewards. Celebrations will be created as
appropriate.
1 or 2 Critical #s
1Rocks & Accountability
3
2
5
Cost of good soldQuick ratio
4
Water
Dry Cleaning
Fire
Days Sales Outstanding
Carpet
Profit
Gross Margin
RevenuesQuarter #
Baseline
Quarter Historical
Year Ending 2010
Year Ending 2010 - Sales by Division
Actions (How)
Cash
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2011
A - Air Duct CleaningR - Restoration fire, water & moldD - Dry Cleaning
Brand Promise
Targets (Where)
Cash
3-5 years
4
Future DateRevenues
Key Thrusts/Capabilities3-5 Year Priorities
Sandbox / Market
ProfitGross Margin
2
Net Profit
1
3
5
Smart Numbers / KPI
Peerless: Problem Solved!
Cash
Profit
5
Gross Margin
Dry CleaningWater
Carpet
Days Sales Outstanding
Goals (What)
1 year
1 or 2 Critical #s
RevenuesYear Ending
Key Initiatives1
2
3
4
CARDC - Carpet Cleaning
Cash
Fire
Revenue &
Track new business.
Elevator Pitch
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Core Values / Beliefs
World Class Service - that is peerless, "above
and beyond
Forever
Courage - the moral strength to say what you mean honestly with conviction and
accountability.
4 Build a world class workforce. Call to Action
Work hard, work smart,
work as a team and have fun!
10-30 YearsPurpose (Why)
5
2
1
Practice the principles of The Great Game of Business.
Accountability - Using quantifiable measurements, clearly defined roles & core values.
To better the lives of our customers and employees through world class service
and a commitment to community support.
3
Become a sales driven company.
$20.000.000 in Sales with a 20% Profit by 2020
Profitability ensures the future of the company and employees.
Integrity - the foundation of all our
Big Hairy Audacious Goal
Winning - be the best, never quit.
BHAG
Actions
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RHYTHM:Daily Huddles
– Division Managers
– Executive Team FOCUS: •Daily sales numbers•What’s going on in your world•Bottlenecks•Core Values•Sidebars
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– Each Location
– All Employees
RHYTHM: Weekly Financial Literacy Meetings
FOCUS: •How to read the numbers•Learning to act & feel like owners•Saving your 1%?•Core Values•Team Celebrations
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RHYTHM:Weekly Manager’s Huddle
– Executive Team
– Division Managers
– Sales Team
SAMPLE AGENDA: 1 ¼ hoursOpening Comments Brad
Sales Pipeline Update Todd
U of I Update Randy/Paulo
Mini Game Update Debbie
Springfield Building:Business Plan
Connie/Debbie
Score Board Update All
A/R Update Connie
Closing Comments Brad
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Month
Week 1 Week 2 Week 3 Week 4 Actual Actual Plan Variance
5A -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 5B -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 5C -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 5D -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$
5 -$ -$
6A -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 6B -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 6C -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 6D -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$
6 TOTAL COST OF SALES (+6A to 6D) -$ -$
7A -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 7B -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 7C -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$ 7D -$ -$ Auto-Fill -$ -$ -$ -$ -$ -$ -$ -$
7
Auto-FillAuto-FillAuto-FillAuto-Fill
8A -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8B -$ -$ Todd -$ -$ -$ -$ -$ -$ -$ -$ 8C -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8D -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8E -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8F -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8G -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8H -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8I -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8J -$ -$ Todd -$ -$ -$ -$ -$ -$ -$ -$ 8K -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8L -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8M -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8N -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8O -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$
GROSS PROFIT DOLLARS
Fire RestorationWater Restoration
TOTAL GROSS PROFIT ( +7A - 7D)
Administrative Labor
Company Functions / Meetings
Depreciation
Buildings & Grounds - Monroe Street
Contributions / Gifts / Donations Computer Maintenance & Supplies
Buildings & Grounds - Training Center Buildings & Grounds - Corporate Office
Dues & Subscriptions Education & Training
Fines / Penalties
INCOME STATEMENT
Fire Restoration
COST OF SALES
SALES
On-Location
COMPANY SCORE BOARD
March 2011Year-to-Date
Fire Restoration
Plant
Water Restoration
On-Location
Plant
On-Location
Plant
Buildings & Grounds - Springfield Office
Fire Restoration
GROSS PROFIT PERCENTAGE
Bank Charges
TOTAL GROSS PROFIT PERCENTAGE
Advertising
OPERATING EXPENSES
Water Restoration
Account Owner
March 2010 Actual
Plant
February 2011 Actual
TOTAL SALES (+5A to 5D)
Month Forecast
Employee Benefits
Water RestorationOn-Location
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Month
Week 1 Week 2 Week 3 Week 4 Actual Actual Plan Variance8P -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8Q -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8R -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8S -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8T -$ -$ Todd -$ -$ -$ -$ -$ -$ -$ -$ 8U -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8V -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8W -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8X -$ -$ Todd -$ -$ -$ -$ -$ -$ -$ -$ 8Y -$ -$ Todd -$ -$ -$ -$ -$ -$ -$ -$ 8Z -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$
8AA -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8BB -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8CC -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8DD -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8EE -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8FF -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8GG -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8HH -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8II -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8JJ -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$ 8KK -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8LL -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$
8MM -$ -$ Connie -$ -$ -$ -$ -$ -$ -$ -$ 8NN -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8OO -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8PP -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8QQ -$ -$ Darryl -$ -$ -$ -$ -$ -$ -$ -$ 8RR -$ -$ Debbie -$ -$ -$ -$ -$ -$ -$ -$
8 TOTAL OPERATING EXPENSES (+8A to 8QQ) -$ -$ -$
NET INCOME BEFORE TAXES (+7 -8) -$ -$ -$ -$
Week 1 Week 2 Week 3 Week 4 -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$ -$ -$ Connie -$ -$ -$ -$
Weekly BalancesBALANCE SHEET
NET INCOME BEFORE TAXES PERCENTAGE
March 2010 Actual Account Owner
February 2011 Actual
Utilities - Locust St.
Utilities - Rental Properties
Taxes - Other
Utilities - Springfield Office
Travel
Utilities - Plant
Taxes - Payroll
Utilities - Corporate Office Uniforms
401k Match Misc. Vehicle Expenses
Telephone
Utilities - Training Center
Marketing Expense
New Employee Screening
Postage
Long Term Debt
CashAccounts Receivable
Accounts PayableShort Term Debt
Accounts Receivable > 90 Days
Office Supplies
Repairs & Maintenance
Professional Fees
Medical Expenses
Insurance - Business Insurance - Worker's Compensation
Rent - MMA Realty
INCOME STATEMENT
COMPANY SCORE BOARD
March 2011Year-to-DateAccount
OwnerMarch 2010 Actual
February 2011 Actual
Month Forecast
Business Purchase Debt
Interest Expense
Insurance - Health & Life
Repairs & Maintenance - Rental Properties Repairs & Maintenance - Locust St.
Miscellaneous Expense
Rent - Monroe Street
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May 11, 2011
Training Center
World Class Service – that is peerless, “above and beyond comparison”
RHYTHM – Monthly GGOB Results Meeting
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Profitability – ensures the future of the company and job security for our employees
The Great Game of Businessis when employees
Think, Act and Feel like Owners of the business
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In other words the principles ofThe Game are:
• Know and teach the rules• Follow the action and keep score• Have a stake in the outcome
Profitability – ensures the future of the company and job security for our employees
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Mini Games
Definition:A short-term activity designed to correct a weakness or pursue an opportunity in the company.
There is a goal, a scoreboard and a reward for winning.
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October 20 – November 30, 2010
Target: Change bad habits, promote company values & generate new business
Goal: Get as many Bingos as we can in one month
Players: All Employees
Prizes: 1 Bingo = $1 Lottery Ticket
2 Bingos = $5 McDonalds Card
3 Bingos = $10 Avon Theater
4 Bingos = $20 Circle K Card
5 Bingos = $50 Visa Gift Card
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B I N G OZERO BREAKAGE
DURING FIRE CALL
3 JOBS
TWO NEW
DRY CLEANING
ROUTE ACCOUNTS
7 EMPLOYEES
VOLUNTEER
FOR 2 HOURS
AT NON PROFIT
PARTICIPATE IN
COMPANY
MEETING
KEEP TRUCKS
GASSED, CLEAN
& LOCKED
1 WEEK
EMPLOYEE
REFERS ONE
NEW CUSTOMER
(5)
NO CARPET
REDOS
1 WEEK
NEW
SOF
ACCOUNT
(3)
PERFECT
SIGN-IN &
OUT
1 WEEK
TILE
&
GROUT
JOB
NEW
CAMP
ACCOUNT
NOTE HOW
CUSTOMER
WILL PAY
14 JOBS FREEBREAKS
NOT TO
EXCEED
10 MINUTES
RESIDENTIAL
AIR DUCT
CLEANING
COMPLETE
SCHEDULES
DAILY
1 WEEK
NEW
COMMERCIAL
AIR DUCT
CLEANING
PERFECT
CLOCKING
IN / OUT
1 WEEK
RECORD
YOUR OWN
NOTES
10 JOBS
PLUMBER
REFERRAL
COMPLETE
INSURANCE
INFO
5 JOBS
ADJUSTER
REFERS
NEW
CUSTOMER
FIRST TIME
DRY CLEANING
CUSTOMER
(4)
FIRST TIME
CARPET
CUSTOMER
(5)
HAND
WRITTEN
THANK YOU
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Bottlenecks
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• Employees from different walks of life with different levels of education
• Different levels of participation
• Keeping the rhythm on a regular basis– Managers out of office– Code Blue– Workers on different shifts
• Owner’s Perspective – everyone knows your business
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Rewards
35
•Increased Revenues•Better Gross Margins•Employees thinking like owners to help reduce costs•Better Communication•Employees receive Stake in the Outcome•Creates a team culture between Management and Production
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Annual Sales
$0.00
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Total Sales Linear (Total Sales)
Brad Wike joined Team
Mold made National Headlines Million $ Month
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Gross Profit
47.7%49.0%
61.5%59.9%
62.5%61.1%
59.6%
2004 2005 2006 2007 2008 2009 2010
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Dennison Survey• The Denison Model is based on research by Dr. Daniel
Denison on the link between organizational culture and bottom-line performance measures. These measures include return on investment, sales growth, quality, innovation and employee satisfaction.
• This model is the basis for the Denison Organizational Culture Survey that has been used by over 5000 organizations worldwide. The survey measures four essential traits of all organizations: Mission, Adaptability, Involvement and Consistency.
• Great Game Practitioner Companies who participated in the Denison Organizational Culture Survey consistently ranked in the top 10% of all companies surveyed! The Denison Group found this “absolutely remarkable”.
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Denison Survey Results
93%
94%
87%
93%
98%
91%
92%
94%
97%
93%
97%
98%
94%
96%
94%
91%
97%
94%
95%
96%
50% 60% 70% 80% 90% 100% 110%
Information is easily available to all employees
Business planning is ongoing and involves everyone in theprocess
Team work is used to get work done
A clear & consistent set of values that govern the way we dobusiness
When disagreements occur, we work hard to achieve "win-win"solutions
All members have a deep understanding of customers wants andneeds
We make certain that the "right hand knows what the left handis doing"
There is a long term purpose and direction
We continuously track our progress against our stated goals
Our vision creates excitement and motivation for our employees
Management Hourly
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Questions