Mark Manning has never had much trouble talking with people. As a former police captain, communication was an essential part of his job.
When fate intervened tragically a few years ago, however, Manning was faced with a life-changing decision — and it was ultimately one that would allow him to use his well-honed communication skills to launch a new career and a new life.
Today, as co-owner of A King’s Throne in Des Moines, Iowa, Manning takes talk to a new level as he uses networking to market his fledgling portable sanitation business.
BEST OF A BAD SITUATION
It would be too easy to describe Manning’s life as a cliché — one of those “lemonade from lemons” or “when one door closes, another one opens” stories. But that’s exactly how his career in portable sanitation began.
In 2004, Manning — a 12-year veteran of law enforcement — was assisting at an accident scene when his squad car was struck by a drunk driver at 65 mph. Manning was seriously injured, and after spending long hours in a spinal rehabilitation clinic, he still remains in constant pain, confiding that the accident “effectively ended my law enforcement career.”
Considering himself lucky to be alive, Manning turned his sobering situation into an opportunity after talking with his friend Tim Smith, who had worked in the portable sanitation industry for more than 11 years.
“I was looking into what I was going to do with my life,” Manning says. “I heard Tim tell me for years about how he wanted to open his own portable restroom company.”
Both were looking to build the level of customer service in portable sanitation in their region, so they decided the time was right — taking on the busy Des Moines metropolitan area, which boasts a population of about 1.5 million.
“It seemed a very viable possibility for the metropolitan area to have a new company with that type of quality,” Manning says.
So after about six to nine months’ preparation, writing a business plan (with help from the U.S. Small Business Administration and the Iowa Social Economic Development Program) and acquiring outside financing, A King’s Throne launched in 2007.
“It was definitely more difficult than I thought … just the unforeseen planning and unforeseen expenses,” Manning says. “You can’t just open your door and have a truck and 10 restrooms.
“I give credit to my business partner,” says Manning, adding that Smith’s background in the industry has helped A King’s Throne emerge as not just the “new kid on the block.”
“We have the knowledge and experience even though our company only has a few years under its belt,” Manning says. “(Customers) don’t want a one-year hero without a proven track record.”
In short order, A King’s Throne has amassed an inventory of about 500 restrooms — about 200 from Armal Inc., 150 from Hampel Corp., 40 from PolyJohn Enterprises Corp., and eight to 10 ADA units from Armal and PolyJohn. They also purchased an enclosed cargo trailer that had been renovated into a restroom trailer.
Two vacuum service trucks head their fleet — a 2001 Ford F-550 with 950-gallon (600 waste/350 freshwater) steel tank from Satellite Industries Inc.; and a 2006 Ford F-350 with a 550-gallon (400 waste/150 freshwater) stainless steel tank from Best Enterprises Inc. Both feature Conde pumps. A 2004 Ford F-350 flatbed truck is used to haul up to six regular units.
MARKETING MOJO
Amid all the unknowns in starting a business, there was one very clear direction that both Manning and Smith were certain about. Since Manning was unable to do field work due to his injuries, he would focus on marketing A King’s Throne. And that’s been a fortuitous choice for the young company.
With several competitors in the metropolitan area, A King’s Throne needed some marketing mojo to drive its business, build its reputation and make a name for itself. And from the company’s inception, Manning was focused on just that — even as early as brainstorming the company’s name. Manning wanted a catchy handle with a positive connotation.
Manning and Smith agreed on the name, with one small exception — Manning liked “The” King’s Throne; Smith wanted to change the initial article to “A”. And with Smith’s seniority in the industry, Manning concurred — realizing that alphabetically, the name would come first in the phone book. It’s a small point, to be sure, but has proven a shrewd move.
Manning says the company also has gained business because the name alone has prompted inquiries. He says the organizer of the Des Moines River Run Garbage Grab called A King’s Throne initially simply because she liked the name.
That foot in the door gave Manning the opportunity to tout his products and services to the annual event, which hosts several thousand attendees each summer. Being willing to work out demanding customer service requirements, Manning says, ultimately sealed the deal.
“Our company was willing to deliver (units) that day at 6 a.m. and pick them up that night at no additional fee,” he says. “We saved them money, and it was a higher level of service. They found value in a company that would go the extra mile.”
Dedicated customer service, Manning feels, is appreciated, especially in a troubled economy.
“Some people are only interested in the bottom-level price,” Manning says, noting that A King’s Throne has lost business when compared only on a price basis.
“We’re not the highest, but we’re about $15 higher than our competitors, per unit per month. It’s difficult to actually show (clients) value,” Manning laments.
Manning realizes the gap between price and perceived value is sometimes tough to straddle because the end user of the restroom is often not the company decision-maker. How do you bridge that gap?
“I’m still not sure,” Manning laughs, noting that he makes concerted efforts to meet and talk with purchasers directly. That can be tough, however, especially on construction sites when subcontractors are involved.
“I try to explain that it’s cheaper to rent a portable restroom … than taking unscheduled breaks to drive to a convenience store and drive back to the site,” he says.
Manning also has added another marketing tool on construction sites that he believes adds value to their line. “We put hand sanitizers in our construction units,” he says. “I felt the construction workers deserved the right to kill germs on their hands before they eat their peanut butter and jelly at lunch.”
STAYING VISIBLE, STAYING VIABLE
As companies of all kinds struggle to remain viable in a recession, many business owners are discovering — or perhaps reassessing — the value of networking. It’s certainly something Manning has never taken for granted. In fact, it just may be the best tool in his marketing arsenal.
“I do enjoy the networking,” he says. “That was my real intention; I like getting out with people.” That’s why he especially endorses joining local organizations — like chambers of commerce or homebuilders’ associations — and attending their functions frequently.
“It’s my opportunity to meet them,” he says, noting that the most effective networking usually doesn’t involve a hard sell. “(Potential customers) don’t want to be pressured. They get turned off if you’re trying to pressure them.”
Still, his visibility at these events, he feels, is key because his company needs to reach a diverse clientele, including both special events and agriculture venues (about 30 percent of their business) and construction sites (about 70 percent).
While the people he meets might not need his services directly in their businesses, they may sit on boards of festivals or be involved with sporting events that might eventually need portable sanitation. So keeping his face and his company’s name and reputation in the forefront is essential.
“It’s difficult to actually show dollar for dollar what I do,” he says. “I don’t always know where my referrals are coming from.”
FORGING AHEAD
After only two years in business, Manning says A King’s Throne is well on its way to hitting the goals set forth in its business plan. “We’re getting there,” he admits, adding, “We’ve had to make some adjustments due to the economy.”
For example, A King’s Throne had planned on snaring more construction accounts, which seemed a bit more realistic prior to the recession.
“There is some commercial building going on,” Manning says, “but even that is pretty slow. And it’s still pretty slow in the home building area.”
Adding to the challenge is that Iowa’s special events work goes into winter hibernation. “After September, there are not a lot of events,” Manning says. And last June, major floods crippled the city. “Last year, we lost a lot of special events due to flooding. That doesn’t just affect (the events’) budget; it affects our budget.”
But in troubled times or good, Manning believes the key to a successful business lies not only in exceptional customer service — that should be a given — but in telling potential clients about it.
His best marketing tool? “Our ability to show the quality and the value,” he concludes.
