Mike Peterson: became a marketing Maverick: the go-to sales whiz at Sonco Pools & Spas lives by three rules: Target, train and think big

For 18 years, Sonco Pools & Spas had stagnant growth. In 1998, Mike Peterson took over as director of sales and marketing. Within three years, sales doubled for the Loves Park, Ill.-based firm, which is now also a Pool & Spa News Top Builder.

How did he do it? Peterson created an intense home show and fair schedule consisting of more than 15 events per season. He coupled this aggressive marketing campaign with product-specific strategies.

For instance, when the company decided to carry soft-sided aboveground pools a few years ago, Peterson made it a priority to research the category. "We wanted to know why someone would want to buy [these] pools from us," he says. "What is our story with this product? What is the benefit for the consumer? Who is the main buyer? Where can we find these people?"

Each of the company's marketing strategies bears that depth of understanding and niche analysis. The technique paid off and Peterson, who now handles the company's sales, marketing, promotions and Internet activities, emerged an industry leader.

PERSONAL HIGHLIGHTS:

In 2000, Peterson attended the Watkins' Top Gun program, becoming the only graduate with the call sign "Maverick" for his out-of-the-box thinking. He followed that with Watkins' The Next Level in 2002 and then joined the first class of Calderra Spas' All-Stars program in 2003.
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"There are fewer than five people who are considered top tier in all those different programs. I'm proud of that," he says. These educational opportunities enhance his ability to oversee four locations and manage eight salespeople with ease.

LESSONS LEARNED:

Stick with products you know, tune in to the industry and have a vision--that's Peterson's motto. "I stay closely connected with my network of friends in the industry," he says. "We talk about how to better our businesses; we trade services. I sell for some dealers or help them with off-site sales."

For example, on a recent trip to Modesto, Calif., Peterson keyed into some hot trends. "In the way they buy and their habits, Midwesterners are a little slow to react to trends," he says. "I bring back a lot of great things to my sales staff that prepares us for the next trend to come [here]. We'd rather be good at pools and spas than diversify into areas we have no business being in. That's a company philosophy we embrace."

BEST DECISION OF 2005:

Peterson decided a revamping of company advertising was due. Rather than focusing on TV and radio, he invested in face-to-face contacts. He does this by taking his showroom off-site or donating spas to "feel good" events such as charity dinners.

The idea is working well, and Peterson has raised sales 20 percent. His formula is simple: Bring one trailer, two spas and three or four staff members. The operation doesn't have to be elaborate to be effective. "It was more a guerrilla marketing approach rather than spending money on media that wasn't working as well anymore," he says.

BEST DECISION EVER MADE:

Investing in marketing materials gives Peterson's firm an advantage over the competition. For starters, he partners only with manufacturers who provide top-notch, point-of-sale materials. And he hired a full-time graphic artist two years ago. "It's an overlooked area," he says. "Our graphic artist designs all of our direct-mail pieces, Web site, billboards, business cards, show displays and boxes. If you have a memorable image that is fresh, current and cutting-edge, people like to do business with you."

Pool & Spa News, April 10, 2006 by Shabnam Mogharabi
COPYRIGHT 2006 Hanley-Wood, Inc.
COPYRIGHT 2006 Gale Group