While many organizations grow through M&A activity, organic growth is becoming more critical for consistent, strategic

growth. When a market leader seeks new opportunities and explores adjacent markets, it must have a method for

understanding the unique needs of customers and existing competitive threats. Pentair came to NC State to improve

their model for new market entry.

Pentair is the world leader in innovative, high-performance, technologically advanced and dependable swimming pool

and spa equipment. Pentair’s 3-D innovation model has been a key process in driving their product innovation. But the

opportunity to expand into the developing Aquaculture market was an opportunity to test and improve that model.

Using data from the CIMS’ Innovation Management Maturity Assessment (IMMA), Pentair identified potential innovation

management ‘gaps’, and worked with NC State Executive Education to improve their processes and tools in a custom

two-day program. The program focused on analytic tools to understand customer needs and segmentation, such as

conjoint analysis of product features. The design of the program was project-based, applying the new skills to specific

product opportunities, with one team working on the marketing plan for Aquaculture.

Pentair was able to launch a significant entry into the market, and today is a leading equipment and service provider to

the $135B market (2012).

CLIENTSTORY

CUSTOMPROGRAM

ENTRY INTO A NEW MARKET

PROCESS FOR MANAGING INNOVATION AND CUSTOM RESEARCH

PROJECT-BASED LEARNING MODEL

SUCCESSFUL NEW PRODUCT LAUNCH