Pentair Online Strategy

1. Pentair Online Strategy

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

3. 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

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

5. Introduction About Atomic Playpen Founded in 1999 Born interactive 35 Award-Winning Employees Full-Service Agency In House Technology Team Microsoft .NET & SQL CMS Tier One Data Center

6. Introduction

7. Introduction The Pentair Team 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

8. 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

9. The Discovery Process

10. The Discovery Process: Where We Started From

11. The Discovery Process: Where We Started From

12. The Discovery Process: Where We Started From

13. The Discovery Process: Where We Started From

14. The Discovery Process: Where We Started From

15. The Discovery Process: Where We Started From

16. The Discovery Process: Where We Started From

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

18. 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 Q4 2009 – Q1 2010

19. 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 Discovery was conducted from Q4 2009 – Q1 2010

20. Discovery Process For Pentair, AP Conducted Four Types of Research 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. Discovery was conducted from Q4 2009 – Q1 2010

21. Discovery Process For Pentair, AP Conducted Four Types of Research 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 Discovery was conducted from Q4 2009 – Q1 2010

22. Discovery Findings

23. 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

24. 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”

25. 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

26. 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

27. Q1 2010 Discovery Findings: Consumers 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

28. Q1 2010 Discovery Findings: Consumers 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

29. Q1 2010 Discovery Findings: Consumers 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

30. 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

31. Q1 2010 Discovery Findings: Customers 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.

32. Q1 2010 Discovery Findings: 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.”

33. 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

34. Q1 2010 Discovery Findings: Competitive Analysis

35. Q1 2010 Discovery Findings: Comparative Analysis

36. Online Approach & Objectives

37. 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

38. Online Approach & Objectives 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

39. Online Approach & Objectives 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.

40. Online Approach & Objectives 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).

41. Online Approach & Objectives 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.

42. Strategic Road Map

43. Strategic Road Map: Pentair Yesterday

44. Strategic Road Map: Pentair Tomorrow

45. Step 1: Launched New Pentair.com

46. Step 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

47. Step 2: Extended Strategy to Flow GBU

48. Step 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

49. Extended Strategy to Flow GBU Flexible, but consistent brand sites Engineered Flow • Fairbanks Morse • Hydromatic • Myers • Delta • Edwards • Aurora • Aplex Launching Q1 2011 – Q2 2011

50. 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.) Launching Q3 2011