Cold Cut Systems

1. Cold Cut Systems

2. Critical Success Factors for Cobra marketing • Multi Level Marketing • Pain • Identify and develop a national/local Champion • Make useof international implementation cases • Cobra as a strategic and operationalenabler • Leading and coaching the decision making process • Competition

3. Multi Level Marketing • The Cobra offers many dimensions ofadvantages, and eachusergroup has different need • Politicians – Public expectations, Environment, Financial • Govermentalbodies– Certifications and Standard Operating Procedures (SOP) • CFO – Financial, Environment, Organisationaldevelopment (Crewsizing), Trainingneeds • Commander– Fire fighting efficiency, variousmethods, Safety • Fire Fighter – Efficiency, easeofuse,

4. Multi Level Marketing • Keytosuccess in the UK is • Strategic marketing from credible source on Chieflevel (Mark) and • Operationaldemonstrations and national champion (Northampton Fire and Rescue Service) • Senior support from ChiefFire Officers (”buy in”) • Make your marketing road map!

5. Market Development Product / Method ✔ Product Method ✔ Technical Focus Strategic Focus Limited Sales Tendency towards specialist use ✔ Very slow progress to sales Political support ✔ Multiple purchases

6. PAIN • Eachmarket and fire service has different PAIN, different rationale for implementing the Cobra • UK = Fire fighter safety, sometimesfinancial • Sweden = Cobra Efficiency • Rural = Difficulttorecruitvolontary FF, limitedtimetotrain, access towater, lowexperience in BA operations • Urban = traffic situation, flexible organisations • Which is the PAIN in your market and amongyourcustomers?

7. Local Champion • Priority in building a market is setting a local champion  Strong and credible business case. • Identify and cooperate with a innovativeand bold fire chief in a mid sized service • Prioritize to implement several Cobras in one service (critical mass) rather than several customers with one Cobra each! Support from CCS possible. • Cooperate in fairs, demonstrations and seminars!

8. Northampton case • Search for alternative methods initiated by unacceptably high number of fatalities in the UK • Strong senior level support • Add technology and method rather than replace leads to acceptance among crew • Highly dedicated implementation plan – 6 units first year (rather than buy one for evaluation) • High focus on training and methods • Cost cutting pressure but rational investments • Center of Excellence in Cobra training, SOPs and UK risk analysis etc conducted. • Cobra soon fitted on 19 out of 23 appliances

9. Make useof international implementation cases • The Cobra has a very strong development in several countries. • Good opportunity to present how theses services have implemented the Cobra. • Make use of relevant cases for different customersStudy visits are most often welcome and very powerful marketing! • Northamptonshire • Isle of Wight • Lincolnshire • StaffanstorpLomma • Vattenfall Nuclear Power Plant • BASF Germany

10. Cobra as a strategic and operationalenabler • Initially, Cobra wasseen as a specialist toolwithspectacularcuttingability… • Cobra is not only a fantastic fire fighting product, positioned as firstresponsetactics • Cobra is a modern methodologyfor fighting fire • Cobra is also an enabler for developing the fire service organization • Selling Cobra is moreaboutchangingculturethanselling a product.

11. Leading and coaching the decision making process • Convincing an enthusiastic incident commanderof the Cobra is a great start…. • Rarelyleadstoautomaticsales? • What is missing? • Support from Chief? • Political decision and budget allocation? • Governmentallevel is pro or contra Cobra? Accepted and subsidized? • Lead the process!

12. Competition • Currentlypoor or no directcompetition • Biggestobstacle is ourabilitytodemonstrate the main benefits and reasonstochange • Alternative methodsmay be percieved as competition • Highpressure systems (non-piercing) completely lack tacticalcapacity and research shows the lowerpressures (100 bar) gives much less extinguishing and inertingefficiency. Flow rates (30 l) areoftensmaller, i.e. less capacity. • CAFS is good in some situations butcompletely lacks comparisionregarding access, fire fighter safety, cleanlinessetc

13. Competition - copies • No track record. • No installed customer base in Fifi vs. 600 systems globally • Unproven concept vs. 15 years of continuous development • No cases vs. Thousandsofsuccessful incidents • No or limited research vs. Variousreports from independent organizations • Technicalshortcomings • Abrasive, hose, radio, pressure, flow rates, configuration options etc • CCS usesonlyhighestqualitycomponents and global suppliers. • Intellectualpropertyrights (patents and trademark) • CompleteMethod and Product • Training for users, commanders and trainers • Service, spare parts • Installation support, Commissioning • Rationale • Cobra is about fire fighter safety. Which CFO would invest in an unproven concept and hence introducing risc instead of reducing risc?

14. Competition • Eventuallywewill face competition, whichthenmay be abletobuild the market faster! • Cobra is the original and market leader– now and in the future! • Make sure tolead and coach the procurement process so a tender specification is powerful and favours the Cobra

15. Future and Conclusions • Plan yoursales process • Strategicmessageto decision makers is critical for salesdevelopment • Leverage on the international development, especially UK • Sales is hard butwillbecomeeasier and easier

16. www.coldcutsystems.com