Robert Carnick_Prof_Dev March 2015

Impact Marketing
Innovative Product and Marketing Leadership
Marketing, Branding and New Product Development Consulting
Robert C. Carnick
903 Eastman
Midland, MI
carnick4@yahoo.com
419 202 8850

Openings Marketing
 Openings Marketing is a sales and marketing consultancy whose mission is
to help businesses formulate strategies and implement programs that will
provide
 Development of value proposition for targeted segments and link to
business model
 Define meaningful differentiation from their competitors
 Achieve Top Line Growth Profitability
 Provide for compliant products
 Performance Management
 Establish Policies Procedures and Controls
 Organizational change to support Market Strategy and Business
Planning
Strategy * Innovation * Business Development * Change Agent * Results
Create new industry benchmark products open new
markets and channels, acquire new customers, and
generate new revenue streams

Openings Marketing
 Strategy – Business Goals and Imperatives as to What is the Corporate
Mission? Who are we serving? What are the Purchase Drivers that make a
difference? How do we link to Business Model for Customer Intimacy,
Solutions Focus, Product Focus and Process Focus? What is the supporting
brand strategy?
 Innovation – What is the Voice of the Customer telling us? What does our
SWOT and competitive gap analysis show?
 Business Development – What are the top growth opportunities for products
and channels? Create pipeline of new ideas that create value thru effective
communication of satisfying purchase drivers. Insure pipeline meets
business imperatives, business goals, strategy and branding rules.
 Change Agent - Size the market, create the business case and champion
the product development opportunity thru the NPD Stagegate process
Organizational change to support Market Strategy and Business Planning
 Results - Focus on required deliverables for P&L objectives and
commercialization and branding requirements for successful launch thru to
portfolio and price management, life cycle management, SKU
Rationalization and Platform Simplification

Openings Marketing
Experience -
 Marketing and Sales Executive with a track
record of innovation in the successful
marketing of commercial and residential
building products. Demonstrated ability to
acquire new customers, create new
industry benchmark products and open new
markets and channels
 Created, equipped, and staffed a world
class Research & Development Lab for
high wind event testing
 Participated in Industry Association
Technical and Executive working groups for
product standards development and code
compliance strategies
 Effectively managed independent reps,
direct sales force and inside sales customer
service
Skills -
 New Product Development
StageGate Process
 Product Portfolio and Life Cycle
Management
 Category and Business Unit
Management
 OEM and Channel Development,
 Market Research
 Price Management

Biography
Copco –
 Developed integrally kerfed and weatherstripped hollow metal frame to reduce facility
maintenance costs based upon input from public housing architects resulting in $1.25M in
annual sales. This product was later sold to lodging industry and became an industry
adopted product
 Used input from municipalities and architects to design and successfully commercialize a
lead abatement steel frames for interior opening applications
 Launched a temperature rise UL fire door with a decorative six panel embossed design
based upon building owner and architect requests. This product was used in corridor to
stairwell as well as apartment breezeway entry suite openings
 Invented and commercialized a highly innovative product, Flex-Fit™ for Stanley Door
Systems, a Division of the Stanley Works. This product allowed for varying wall depths
and door shop assembly to save field install costs and errors
 Launched institutional sales initiative for lodging, casinos, military and other Federal jobs
resulting in $2M in annual sales.
 Developed successful sales agency in Cairo, Egypt (Lucent HQ in Cairo, Sheik Zayed
General Hospital, The Library at Alexandria)
 Participated as Member of both Executive and Technical Committees of the Steel Door
Institute from 1988 to 1999.

Biography
Taylor Building Products –
 Developed entry door program for selling into competitors’ customers’ systems resulting
in $4M in annual sales. Introduced commercial program over $1M in annual sales.
 Redefined garage door product line and marketing strategy
 Established Energy Star program. Equipped and staffed new Hurricane Research &
Development and Certification Testing lab to develop cost effective solutions to
demonstrate code compliance of distributor supported systems.
 Participated in WDMA Exterior Fenestration Standards and Technical Review Board.
Committees for code and standards development.
 Instituted disciplined due diligence procedure for benchmarking competitive products to
support new product development.

Biography-continued
Therma-Tru a Fortune Brands Home and Hardware Co $50 Million in Category responsibilities
 Launched sound rated door systems providing a competitive advantage for multifamily urban
infill multiuse market
 Provided marketing program for lite commercial multifamily initiative resulting in increasing
sales from $1M per year to $4.6M
 Completed line transition for system components resulting in both regional and national
market share gains. Lead cross functional team to develop materials to for launch of Tru-
Defense systems to wholesale channels
 Redefined entire marketing strategy for residential steel line and converting product
positioning to good, better and best. Provided leadership to supply chain, manufacturing and
marketing teams for this comprehensive conversion
 Developed residential entry door product targeting replacement and remodel markets
resulting in $1M in annual sales
 Directed internal and external cross functional teams to successfully close Rubbermaid
account for Frameworks shed program
 Product managed new impact rated glass system for entry doors. Guided engineering on
design requirements. Patent applied for as one of the assignees

Openings Marketing
 Marketing Strategy and Customer Insights - Business Case ThermaTru
 Problem - ThermaTru experienced a drop in market share in the commodity steel business
thru wholesale distribution. There was not an articulated strategy for the commodity
business and no action had been taken in over a decade to make the product lines
competitive. There was a potential threat to the profitable fiberglass business
 Action - I sponsored market research into dealer/builder buying behavior regarding steel and
fiberglass doors. We learned that builders and dealers want to single source steel and
fiberglass doors. The dealer makes the brand choice as the builder relies on the dealer for
logistics, credit and expertise. Solution - provide a competitive and complete steel offering to
support fiberglass entry sales. I asked the Regional Sales Managers for input to a product
plan to support their long term sales objectives. Finance created scenarios for sales to
forecast the impact of the proposed changes, which were favorable. We gained supply
chain/operations support and the Leadership Team approved the competitive refresh of the
steel platform reflecting the Sales Leaders and Product Management Plan
 Result - We launched the refreshed product line and halted the slide in share

Openings Marketing
 Brand Product Marketing - Business Case
 Problem- ThermaTru launched the Tru-Defense performance brand emphasizing
distributor certification. There were four problems: lack of perceived value of distributor
certification, confusion due to complex messaging, naming for product SKU’s and lack of
product offering for the heart of the market
 Action – I assembled a team to tackle these issues. To address the value issue, a
consumer warranty against secondary damages from water leaks to floors and trims was
offered by ThermaTru. The Tru-Defense brand name was removed from the product to
eliminate the confusion of part names with system branding. Multiple levels of dollar
protection targeted the heart of the market. Emphasis was now placed on the
performance brand and promise backed by a meaningful consumer warranty
 Result – The Tru-Defense brand went from representing a confusing distributor
certification program of little perceived value to a simplified consumer warranty program
that drives value in terms of sales and price with builders/remodelers. This program has
supported dealer conversions and is well received

Openings Marketing
 Innovation initiatives - ThermaTru Business Case
 Problem - Competitors had an impact lite. ThermaTru had none. The Florida sales
team was urgently requesting that this product gap be closed
 Action - I assembled a team to develop an impact lite that met the following
requirements: utilize existing vendors, does not violate issued patents and is an
improvement over competitor's product.
 Result - With our existing vendors, we developed a cost effective, competitive
extruded aluminum design with an assembly method that did not violate existing
patents. This competitive design incorporated a patented PVC snap in screw cover,
tempered glass to the interior and a non-industrial appearance. This was launched
with Florida testing to cover fiberglass and steel products. I am a patent assignee for
the lite frame system

Openings Marketing
 Innovation initiatives -Taylor Business Case
 Problem - Our stainable garage door was difficult for customers to stain and
too expensive
 Action – We developed a “pre stained” garage door panel based upon a steel
coating technology not previously used in the garage door industry. This
involved high speed paint coatings to replicate the look of stained wood
 Result –We introduced three additional colors to the product offering. This
product was ultimately copied by the others in the garage door industry

Openings Marketing
 Innovation and Channel Development - Copco Business Case
 Problem - We were completely dependent upon sales from commercial markets and
had limited exposure to residential or OEM markets
 Action - Invented and commercialized a highly innovative product, Flex-Fit™. This
patented product was developed for Stanley Door Systems a Division of Stanley
Works. I was a patent assignee
 Result - A three year $4.5M contract. Sales to other OEM and dealer accounts
resulting in $2M in annual sales
 Channel Development - ThermaTru Business Case
 Problem - We were approached by Rubbermaid to supply doors for their shed
program for Lowes. We had little process in place for developing product and
servicing OEM accounts
 Action - We assembled a team and developed the process for opening the account,
developing the product and servicing the account
 Result - We acquired the Rubbermaid account and subsequently added another
OEM account, US Fence

Openings Marketing
 Business Development - ThermaTru Business Case
 Problem – We wanted to grow the Lite Commercial/Multifamily business. There were
no architectural programs in place to support this business
 Action – I developed an architectural binder and catalogue with product
specifications and job submittal documents. Provided input for a web presence to
allow downloading of architectural documents
 Result - Sales thru distribution tripled from $1.5 million to over $ 4.6 million in three
years while the housing market declined by over half

Openings Marketing
 Code Compliance - Taylor Building Products Business Case
 Problem - We did not provide a full code compliant system. Our distributors who
supplied the system, had no way to demonstrate code compliance
 Action - Built a state of the art hurricane test lab for our distributors to develop and
test systems including water infiltration resistance. Purchased equipment and staffed
and trained R&D department
 Result - Our distribution now had a tool to qualify systems
 Code Compliance - Openings Marketing Business Case
 Problem - Manufacturer does not know what to test for Code compliance
 Action - Survey competitive code approvals for closing as well as creating gaps for
competitive advantage. Create testing and approval plan.
 Result – Manufacturer has a competitive compliant product offering

Openings Marketing
 Life Cycle Management - ThermaTru Business Case
 Problem - Of 16,000 SKU’s under category management some SKU’s were
redundant and added complexity without driving sales or profit
 Action - Deleted three sill product families and related accessories and service parts.
Deleted obsolete sizes in steel edge door and steel frame categories
 Result - 800 SKU’s deleted for sills and related parts and deleted 1000 SKU’s
relating to steel door and steel frame categories

Openings Marketing
 Performance Management and Organizational Change - Consulting Case
 Problem – Sales department provided no goals regarding sales, share or account
acquisition
 Action – Reorganized sales force into channel management and end user sales .
Provided for transparency in goal setting with mechanisms for monitoring and
reporting and multiple functional support of sales goals. Provided systems for
coordinating inside and field sales (both channel and end user sales) for generating,
tracking and closing sales leads
 Result – System created for establishing pipeline of leads with transparency,
reporting and accountability and allow for future forecasting of sales

Openings Marketing
 Establish Policies Procedures and Controls-Consulting Case
 Problem – We were losing sales to our competitors due to freight quotes not being
provided on a timely basis with the material quote. This caused prospects and
existing accounts to get quotes and buy from our competition who were quoting
freight delivered with the material quote.
 Action – Sponsored logistics department transferring their freight quote process to
customer service for most job quotes. This involved writing up of specific processes
for getting quotes as well as training sessions for the customer service department. I
reviewed and vetted all of the documents and training as well as monitored feedback
from customer service to make the new procedures work well for the department as
well as for our customers.
 Result – For the first time in thirty years freight delivered quotes were provided on a
timely basis

Duro-Last Roofing
 Lauching successful new business category
 Problem – We were losing sales to distribution on insulation sales under our roofing
membrane.
 Action – Developed private label agreement with third party manufacturers to supply
material direct to the jobsites that our contractors were installing our roofs
nationwide. We created a product brand, Duro-Guard®, and a flexible regional
pricing program
 Result – Added insulation products lines driving eight figure increase in annual sales
in first full year of sales.

Duro-Last Roofing
 Increasing lead generation
 Problem – We were faced with declining internet leads and flat lead generation from
all other sources
 Action – Replaced all existing advertising that was market segment focused and
based on market research as to relevancy. Advertising based on themes core to
brand identity; Time off the Roof™, Edge to edge and deck to sky™ , sustainability,
and customer intimacy (we invest in your success). Media planning was refocused
and integrated across venues so that thematic campaigns were coordinated on
market segments.
 Result – Incoming leads have increased doubled in double digits year to date over
previous year

Impact Marketing
 If you are looking to gain the competitive advantage by
differentiating yourself
 Utilize your core competencies
 Grow sales profitably in a challenging environment
Contact Robert Carnick
903 Eastman
Midland, MI
carnick4@yahoo.com
419 202 8850
“Grasp complexity and
simplify into a set of
manageable and
understandable
strategies”

Robert Carnick_Prof_Dev March 2015

Robert Carnick_Prof_Dev March 2015

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