A global revolution is in full swing, and the Sustainable Brands Conference is where sustainability, brand and innovation leaders gather to learn, share and strategize to shape the future. SB'12 was the largest gathering to date, a kinetic convergence of innovators from more than 150 companies from around the world finding new ways to create monumental disruption in traditional models of commerce and consumption.

1. A CASE STUDY IN DRIVING RADICAL BUSINESS
TRANSFORMATION AT CLARKE
John Lyell Clarke, Clarke

2. Clarke
Reinventing ourselves through
sustainability

3. Hello, I’m Lyell.

4. Hello, I’m Bob.

5. Share with you:
• The path we chose
• The steps we took
• The goals we set
• The lessons we learned

6. Our hope:
• Inspire you to take action in your
change initiatives
• Help you maximize the possibilities and
avoid the pitfalls

7. Old Logo
This is who we were.

8. Why change?

9. If you don’t do something
different, you’re going to wind
up where you’re headed

10. Our path
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

11. Our path
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

12. Chapter 1
Understanding who
we are, declaring who
we will become

13. Chapter 1: How our Journey began
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

14. What we did
• Customer research
• Employee research
• Audits and analysis
• Workshops
• Scenario planning
• Exposure to new thinking
• Sustainability education

16. Uh-oh.
We’re going green.

21. • Look and listen – never assume
Keys to
!
success
• Everything from the customer POV
• Feelings are facts
• The value of an outside perspective
• Leadership must be (or become)
believers.

22. Chapter 2
To go fast, go alone.
To go far, go together.

23. Our path
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

24. What we did
• Management team engaged employees
• Employees engaged customers
• Develop the strategy
• Mission, vision, values
• Sustainability
• Brand
• Culture and polices
• Go-to-market model

25. How we did it
• Employee Event
• Center of Influence meetings
• Workshops
• Roadmap

26. Expanding the team

28. A vision is born

29. Engaging all employees

33. • Provide a clear vision to everyone
• Set goals. Then set them again.
Keys to
!
success
• Determine who you want to be, then
work toward making it happen
• Group dynamics reinforce individual
changes
• Focus on personal actions
• Highlight personal changes (the Willie
factor)

34. Chapter 3
Preparing for launch

35. Our path
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

36. What we did
• Transformed our brand
• New IP
• New go-to-market model
• Detailed sustainability goals and plans
• Prepared for new organic service offering launch
• Formed committees and task groups
• Further training and education for employees and sales force

38. House of Brands Branded House
ONE brand
ONE voice
ONE Clarke

39. The Clarke Eco-Tier™ Index
This framework guides our development for future offerings, and allows our
customers and their communities to understand that they have options
Science & Technology: Science & Technology: Science & Technology:
Traditional Advanced NextGen
Powered by: Powered by: Powered by:
Gasoline Electricity Human/renewable
resources
Ingredients: Ingredients:
Oil-based Synthetic Ingredients:
Naturally derived

40. Three integrated programs
Integrated Pest Management
A mosquito control program that delivers effective,
economical solutions while balancing environmental responsibility.
Integrated Aquatic Management
Improves and preserves the health and beauty of your waters through
services including weed control and aeration.
Integrated Environmental Management
Combines the services of IPM and IAM to manage
every aspect of your environment.

43. • Be. Believe in what you are doing
• Do. Do what you say your going to do
• Say. Once you’ve accomplished it, talk
!
about what you have done.
Keys to
success
• You cannot OVER COMMUNICATE
your mission and strategy
• Make it an experience
• Make it transparent and visible
• Design is a secret weapon
• Employees first

44. Chapter 4
Launching to the world,
and achieving our vision

45. Our path
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

46. What we did How we did it
• Launched to the world • Prioritizing how we
• Our brand reach customers
• Natular • Formed new
• New company committees and
• Set out on sustainability initiatives processes
• Involved external
value-chain in
sustainability program

47. The “new” Clarke
18% Reduction in Carbon

48. The “new” Clarke
44% from renewables

49. The “new” Clarke
Presidential
Green Chemistry
Award
Natular™–The worlds
first all-natural larvacide

50. The “new” Clarke
LEED
Certification
Natular™ one of 3
organic manufacturing
plants in the country

51. The “new” Clarke
Social
Responsibility
Near
• 1,695 Hours
• 88% Participation

52. The “new” Clarke
Social
Responsibility
Far
Clarke Cares
• 100,000 Nets
• 300,000 People Protected

53. • Culture
• Revenue
• Recruiting
• Customer Engagement
• Brand Awareness
• Innovation

54. Costs
Sales cycles
Turnover
Environmental
impact

55. Now what?

56. Chapter 5
Clarke+
The journey continues

57. Chapter 5: The Journey continues
Who
are we?
Who do
we want
to be?
Who Declare
are we who we will Define the Express Implement Elevate
perceived strategy the strategy the strategy the strategy
become
to be?
Who can
we be?
What
does the
market
want?

58. What we’re doing now…
• AI Summit
• Organic service offering test market
• Continuing education
• Our 3rd Sustainability report
• Sustainability committees expanding
• Coconut oil-based larvacide

61. Packaging
Currently well on our way
to developing the first C2C
Certified pesticide product
package solution.

62. Organic
Service
Offering
Currently test marketing
in three communities.

63. NO LIMITS

64. WHAT COULD
ENVIRONMENTAL
PRODUCTS AND
SERVICES BE?

65. WHAT DOES IT
MEAN TO BE A
PUBLIC HEALTH
COMPANY?

66. WHERE WILL THIS
TAKE US?

67. It’s another
leap of faith

68. Hindsight

69. Keys to success
Surround yourself with experienced guides:
• Avenue: Strategic planning, employee and customer engagement,
sustainability strategy, re-branding and marketing
• Chris Lazlo: Author and consultant
• Diane McEchern: Author and speaker at our employee event
• AI: Appreciative Inquiry Summit (A process in which a cross section of
as many internal and external stakeholders as possible who have a
stake in the future of the organization participate in helping to create a
sustainable future for the organization)

70. Surround yourself
with experienced
guides and fresh
thinking

71. Make your mission
and your strategy
transparent in your
message and actions.

72. Thinking Behavior
first
à second

73. Be. Do.Say. ®

74. Be. Do. Say. = Safe
Be. Say. Do. = Risk

75. Take a leap
of faith

76. For us
• Charted a new course for the company
• Re-engaged employees
• Rejuvenated our culture
• Reinvented our brand
• Changed the way we thought about ourselves and
the way the world saw us
• Used sustainability as our change agent

77. Movie

78. Thank you
Lyell Clarke lyell@clarke.com
Bob Domenz bdomenz@avenue-inc.com