Brad Wike
(217)855-2072
Todd Garner
(217)620-3662
brad@peerlessrestoration.com
tgarner@peerlessrestoration.com
1
PURPOSE
To better the lives
of our customers and employees
through world class service
and a commitment to community support.
2
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
3
4
Business Overview
• Peerless began serving Central
Illinois in 1945 cleaning rugs and
draperies.
5
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.
6
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.
7
Business Overview
• Currently serving Macon &
Sangamon Counties:
Population 302,821
8
Business Overview
•Currently serving
Macon & Sangamon Counties:
Population 302,821
•Fleet of 37 vehicles
9
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
10
Opening Soon – Springfield, IL
11
Timeline
1945 ~ 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
12
Peerless Executive Team Required
Reading:
13
The Rockefeller Habits
3 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.
14
Priorities
Data
TYING THEM TOGETHER ON
THE
ONE PAGE STRATEGIC PLAN
15
S.W.O.T. Analysis
2011 1-Page Strategic Plan
Strengths (Internal)
Confidential
Dec 15 & 16, 2010
Weaknesses (Internal)
Opportunities (External)
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 / Beliefs
Purpose (Why)
Targets (Where)
Goals (What)
Forever
10-30 Years
3-5 years
1 year
World Class Service that is peerless, “above
and beyond comparison”.
Actions (How)
Historical
Future Date
Year Ending
Revenues
Revenues
Revenues
Revenues
Profit
Profit
Profit
Profit
Gross Margin
Gross Margin
Gross Margin
Gross Margin
Cash
Cash
Cash
Cash
Days Sales Outstanding
Days Sales Outstanding
Days Sales Outstanding
Carpet
Carpet
Carpet
Fire
Fire
Fire
Water
Water
Water
Dry Cleaning
Dry Cleaning
Dry Cleaning
2011
Quarter # 1
Integrity - the foundation
of all our relationships.
Courage – the moral
strength to say what you
mean honestly with
conviction and
accountability.
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
Winning – Be the best,
never quit.
Baseline
Quarter
To better the lives of
our customers and
employees through
world class service
and a commitment
to community
support.
Profitability ensures the
future of the company
and employees.
Threats (External)
Sandbox / Market
We go where we are
needed!
Actions
Key Thrusts/Capabilities
To Live Values, Purpose, BHAG
Key Initiatives
3-5 Year Priorities
2011
Quarter # 1
2010
Rocks & Accountability
Annual Priorities
Quarterly Priorities
(Who / When)
Year Ending 2010
Revenues
Profit
Gross Margin
Cash (% of Sales)
Days Sales Outstanding
Year Ending 2010 - Sales By Division
Water
Dry Cleaning
Fire
Smart Numbers / KPI
Net Profit
Cash
1 or 2 Critical #s
Revenue &
Track new business.
1 or 2 Critical #s
Carpet
Quick ratio
Cost of good sold
2011 Theme
BHAG
Big Hairy Audacious Goal
Call to Action
Work hard, work
smart, work as a
team and have fun!
$20,000,000 in
Sales with a 20%
Profit by 2020
Brand Promise
Peerless:
Problem
Solved!
Elevator Pitch
CARD
C - Carpet Cleaning
A - Air Duct Cleaning
R - Restoration - fire, water & mold
D - Dry Cleaning
Celebration/Reward
The Great Game of
Business and the Stake in
the Outcome will provide
the rewards. Celebrations
will be created as
appropriate.
DRIVE FOR FIVE!
16
S.W.O.T. Analysis
Strengths
(Internal)
Weaknesses
(Internal)
Opportunities
(External)
Threats
(External)
1
1
1
1
2
2
2
2
3
3
3
3
4
4
4
4
5
5
5
5
6
6
6
6
17
Actions (How)
Baseline
Quarter
Historical
Quarter #
2011
Quarter#
Revenues
Profit
Revenues
Profit
Gross Margin
Gross Margin
Cash
Cash
Days Sales
Outstanding
Days Sales
Outstanding
Carpet
Fire
Water
Carpet
Fire
Water
Dry Cleaning
Dry Cleaning
2010
Rocks & Accountability
1
2
3
4
5
Year Ending 2010
Revenues
Profit
Gross Margin
Cash
Days Sales Outstanding
1 or 2 Critical #s
Quick ratio
Cost of good sold
Celebration/Reward
The Great Game of Business and
the Stake in the Outcome will
provide the rewards.
Celebrations will be created as
appropriate.
Year Ending 2010 Sales by Division
Water
Dry Cleaning
Fire
Carpet
18
Targets (Where)
Goals (What)
3-5 years
1 year
Future Date
Revenues
Profit
Gross Margin
Cash
Sandbox / Market
Year Ending 2011
Revenues
Profit
Gross Margin
Cash
Days Sales
Outstanding
Carpet
Fire
Water
Dry Cleaning
Key Initiatives
Key Thrusts/Capabilities
3-5 Year Priorities
1
1
2
2
3
3
4
4
5
5
1 or 2 Critical #s
Smart Numbers / KPI
Net Profit
Cash
Revenue &
Track new business.
Elevator Pitch
Brand Promise
CARD
Peerless:
Problem
Solved!
C - Carpet Cleaning
A - Air Duct Cleaning
R - Restoration
fire, water & mold
D - Dry Cleaning
19
Core Values / Beliefs
Forever
World Class Service that is peerless, "above
and beyond
Profitability ensures
the future of the
company and
employees.
Integrity - the
foundation of all our
Purpose (Why)
10-30 Years
To better the lives of
our customers and
employees through
world class service
and a commitment to
community support.
Actions
Courage - the moral
strength to say what
you mean honestly
with conviction and
accountability.
1
Winning - be the best,
never quit.
3
2
4
Call to Action
Work hard,
work smart,
work as a team
and have fun!
Become a sales
driven company.
Accountability Using quantifiable
measurements,
clearly defined roles
& core values.
Practice the
principles of The
Great Game of
Business.
Build a world class
workforce.
5
BHAG
Big Hairy Audacious Goal
$20.000.000 in Sales with
a 20% Profit by 2020
20
RHYTHM:
Daily Huddles
– Division Managers
– Executive Team
FOCUS:
•Daily sales numbers
•What’s going on
in your world
•Bottlenecks
•Core Values
•Sidebars
21
RHYTHM:
Weekly Financial Literacy Meetings
– Each Location
– All Employees
FOCUS:
•How to read the
numbers
•Learning to act & feel
like owners
•Saving your 1%?
•Core Values
•Team Celebrations
22
RHYTHM:
Weekly Manager’s Huddle
– Executive Team
SAMPLE AGENDA: 1 ¼ hours
– Division
Opening Comments
Brad
Managers
Sales Pipeline Update
Todd
U of I Update
Randy/Paulo
– Sales Team
Mini Game Update
Springfield Building:
Business Plan
Score Board Update
Debbie
Connie/Debbie
All
A/R Update
Connie
Closing Comments
Brad
23
COMPANY SCORE BOARD
March 2011
INCOME STATEMENT
February 2011
Actual
March 2010 Actual
Account
Owner
Month Forecast
Week 1
Week 2
Month
Week 3
Week 4
Year-to-Date
Actual
Actual
Plan
Variance
SALES
5A
5B
5C
5D
5
Plant
Fire Restoration
Water Restoration
On-Location
$
$
$
$
-
$
$
$
$
-
TOTAL SALES (+5A to 5D)
$
-
$
-
Plant
Fire Restoration
Water Restoration
On-Location
$
$
$
$
-
$
$
$
$
-
TOTAL COST OF SALES (+6A to 6D)
$
-
$
-
$
$
$
$
-
$
$
$
$
-
Auto-Fill
Auto-Fill
Auto-Fill
Auto-Fill
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
Auto-Fill
Auto-Fill
Auto-Fill
Auto-Fill
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
Auto-Fill
Auto-Fill
Auto-Fill
Auto-Fill
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
COST OF SALES
6A
6B
6C
6D
6
GROSS PROFIT DOLLARS
7A
7B
7C
7D
7
Plant
Fire Restoration
Water Restoration
On-Location
TOTAL GROSS PROFIT ( +7A - 7D)
GROSS PROFIT PERCENTAGE
Plant
Fire Restoration
Water Restoration
On-Location
Auto-Fill
Auto-Fill
Auto-Fill
Auto-Fill
TOTAL GROSS PROFIT PERCENTAGE
OPERATING EXPENSES
8A
8B
8C
8D
8E
8F
8G
8H
8I
8J
8K
8L
8M
8N
8O
Administrative Labor
Advertising
Bank Charges
Buildings & Grounds - Monroe Street
Buildings & Grounds - Springfield Office
Buildings & Grounds - Training Center
Buildings & Grounds - Corporate Office
Company Functions / Meetings
Computer Maintenance & Supplies
Contributions / Gifts / Donations
Depreciation
Dues & Subscriptions
Education & Training
Employee Benefits
Fines / Penalties
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
Debbie
Todd
Connie
Connie
Darryl
Darryl
Darryl
Connie
Connie
Todd
Connie
Connie
Debbie
Debbie
Connie
24
COMPANY SCORE BOARD
March 2011
INCOME STATEMENT
8P
8Q
8R
8S
8T
8U
8V
8W
8X
8Y
8Z
8AA
8BB
8CC
8DD
8EE
8FF
8GG
8HH
8II
8JJ
8KK
8LL
8MM
8NN
8OO
8PP
8QQ
8RR
8
Insurance - Health & Life
Insurance - Worker's Compensation
Insurance - Business
Interest Expense
Marketing Expense
Medical Expenses
Miscellaneous Expense
New Employee Screening
Office Supplies
Postage
Professional Fees
Rent - MMA Realty
Rent - Monroe Street
Repairs & Maintenance
Repairs & Maintenance - Rental Properties
Repairs & Maintenance - Locust St.
Taxes - Other
Taxes - Payroll
Telephone
Travel
Uniforms
Utilities - Corporate Office
Utilities - Training Center
Utilities - Plant
Utilities - Rental Properties
Utilities - Springfield Office
Utilities - Locust St.
Misc. Vehicle Expenses
401k Match
February 2011
Actual
March 2010 Actual
Account
Owner
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
TOTAL OPERATING EXPENSES (+8A to 8QQ)
$
-
$
NET INCOME BEFORE TAXES (+7 -8)
$
-
$
Debbie
Debbie
Debbie
Connie
Todd
Debbie
Connie
Debbie
Todd
Todd
Connie
Connie
Connie
Darryl
Darryl
Darryl
Connie
Debbie
Connie
Connie
Debbie
Darryl
Darryl
Connie
Darryl
Darryl
Darryl
Darryl
Debbie
Month Forecast
Week 1
Week 2
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
-
$
-
-
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Month
Week 3
-
Week 4
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
-
$
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Year-to-Date
Actual
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Actual
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Plan
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Variance
-
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
NET INCOME BEFORE TAXES PERCENTAGE
BALANCE SHEET
Cash
Accounts Receivable
Accounts Receivable > 90 Days
Accounts Payable
Short Term Debt
Long Term Debt
Business Purchase Debt
$
$
$
$
$
$
$
-
Weekly Balances
February 2011
Actual
March 2010 Actual
$
$
$
$
$
$
$
-
Account
Owner
Connie
Connie
Connie
Connie
Connie
Connie
Connie
Week 1
$
$
$
$
$
$
$
Week 2
-
$
$
$
$
$
$
$
Week 3
-
$
$
$
$
$
$
$
Week 4
-
$
$
$
$
$
$
$
-
25
-
RHYTHM – Monthly GGOB Results Meeting
May 11, 2011
Training Center
World Class Service – that is peerless, “above and
beyond comparison”
26
The Great Game of Business
is when employees
Think, Act and Feel like Owners
of the business
Profitability – ensures the future of the company
and job security for our employees
27
In other words the principles of
The 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
28
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.
29
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
30
B
I
N
G
O
ZERO 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
BREAKS
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
COMPLETE
INSURANCE
INFO
5 JOBS
ADJUSTER
REFERS
NEW
CUSTOMER
FIRST TIME
DRY CLEANING
CUSTOMER
(4)
FIRST TIME
CARPET
CUSTOMER
(5)
FREE
PLUMBER
REFERRAL
HAND
WRITTEN
THANK YOU
31
Bottlenecks
32
• 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
33
Rewards
34
•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
35
Annual Sales
$6,000,000.00
$5,000,000.00
$4,000,000.00
$3,000,000.00
$2,000,000.00
$1,000,000.00
19
90
19
91
19
92
19
93
19
94
19
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
$0.00
Total Sales
Brad Wike joined Team
Linear (Total Sales)
Mold made National Headlines
Million $ Month
36
Gross Profit
61.5%
47.7%
2004
62.5%
59.9%
61.1%
59.6%
49.0%
2005
2006
2007
2008
2009
2010
37
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”.
38
Denison Survey Results
96%
93%
Our vision creates excitement and motivation for our employees
95%
97%
We continuously track our progress against our stated goals
94%
94%
There is a long term purpose and direction
We make certain that the "right hand knows what the left hand
is doing"
97%
92%
All members have a deep understanding of customers wants and
needs
91%
91%
When disagreements occur, we work hard to achieve "win-win"
solutions
94%
98%
A clear & consistent set of values that govern the way we do
business
96%
93%
94%
Team work is used to get work done
87%
Business planning is ongoing and involves everyone in the
process
98%
94%
97%
Information is easily available to all employees
50%
93%
60%
70%
80%
90%
Management
Hourly
100%
39
110%
Questions
40