Divemaster and Leadership Diving

A Few Minutes with Brian, May 2013

Contact SDI TDI and ERDI

If you would like more information, please contact our World Headquarters or your Regional Office.
Tel: 888.778.9073 | 207.729.4201
Email: Worldhq@tdisdi.com
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Sidemount: Why Should You Sell It?

sidemountdiverSidemount has historically been a scuba diving gear configuration used almost exclusively by technical divers in the realm of advanced cave diving but it has recently become a huge success in the recreational market over the last couple years. It wasn’t so much that sidemount wasn’t a very well kept secret that just got out; it just wasn’t something that non-cave divers did.

By definition, sidemount is the carrying of the cylinders worn at the driver’s side. The most common set up for side mount is one tank under each arm, though single sidemount is growing in the recreational market.

The popularity of sidemount has grown mostly because of a need to do something “different” for the average diver who has issues carrying a tank or a set of doubles on their back. Sidemount slowly became an alternative for comfort and not just a configuration to enable a diver to move swiftly through small cave and cavern openings. Why should this set up be reserved only for a specific activity like cave penetration when it can be used for comfort on any given recreational dive? And so it begins…

Who is your market?

Beside those technical divers that are looking for gas redundancy or better accessibility to their regulators and tanks valves, comfort may be the biggest seller to the diver out there. Many divers will offer their reasons for advocating sidemount to greater stability and easier-to-attain trim and control in the water.

Many divers who have back issues or shoulder issues, such as torn-rotator cuffs, confess that sidemount diving has given them a new outlook on scuba diving. Carrying the tanks under your arms greatly reduces the psychical exertion as opposed to having them on your back. This is especially rewarding when diving off a small vessel or doing a shore entry. The ability to have access over to the valves and regulators without having to reach back is a major benefit to those who have mobility issues in their back and shoulders.

A sidemount system does not always have to be with two tanks. With proper weighting, a single tank can be used on a dive. The option to use various sizes of tanks becomes an option as well. Sidemount is a good way to start and grow your skills from recreational to technical without having to change how they dive very much. The configuration stays the same and new gear is added to the mix as the diver gets more proficient.

Though sidemount should not be looked at as a silver-bullet solution intended to take the place of some other scuba system configurations, there certainly is a very large market for it. And as a full service dive center, there is one more important aspect to sidemount; you are not only expanding your curriculum and offering your customers additional solutions to diving, but in doing so, you are increasing gear sales.

Contact SDI TDI and ERDI

If you would like more information, please contact our World Headquarters or your Regional Office.

Tel: 888.778.9073 | 207.729.4201

Email: Worldhq@tdisdi.com

Web: https://www.tdisdi.com

Facebook: www.facebook.com/SDITDI

 

SDI Achieves ISO Global Certification

“Achieving the ISO global certificate was very rewarding and reaffirmed that SDI’s standards and materials are up for the challenge,” stated Sean Harrison, Vice President of Training and Membership Services. He went on to say, “SDI has now secured the highest level of third party validation that any company can achieve and we would like to thank the auditors and all the staff of Austrian Standards for their hard work and assistance during this process.”

Contact SDI TDI and ERDI

If you would like more information, please contact:

International Training or your Regional Manager
Tel: 888.778.9073 | 207.729.4201
Email: Worldhq@tdisdi.com
Web: https://www.tdisdi.com

Should My Name Be On This Card?

Student Prerequisites: A CRUCIAL part of a complete risk management system!

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By Steve Lewis

The range and complexity of questions that one is asked as an Instructor never ceases to amaze, fascinate, and sometimes amuse. Being part of a group of extremely active agencies with very different course line-ups – from basic open water with SDI; cave, trimix and CCR with TDI; and full-on public safety diving with ERDI – the variety and scope of those questions is probably greater for instructors and instructor-trainers working for us thant for any other agency. And certainly, havingwith a curriculum that covers as much ground (or water) as ours does, it’ is not unusual for divers and instructors to have their sights set a long way off in the distance on something very different to regular sport diving, when they first make contact through one of our sport-diving programs.  I have been asked quite seriously by a candidate for SDI open-water certification what else he needs to do to “dive the Andrea Doria?”

Recently, during during the preliminary academic work with a small group attending an SDI Instructor Development Course (IDC), a , during what was budgeted to be a brief discussion on course prerequisites turned into,  a very common question triggered what became an in-depth explanation. I’d like to share the major points of what developed with you, because it pointed out both a misunderstanding about the real function of course prerequisites as well as a lack of understanding concerning the role of prerequisites in an overall risk management program; and the Pandora’s box of woe that ignoring prerequisites or fudging them, can open up..

Let’s start with the simplest building block of all: the definition of a prerequisite when used in an SDI, TDI, or ERDI course description. Prerequisite means a condition that is required BEFOREHAND. Now, this definition is unambiguous as written in SDI, TDI and ERDI standards, and there is no gray, fuzzy area open to interpretation. In order for a candidate – be they a Diver or Instructor Candidate – to BEGIN an SDI, TDI, or ERDI course, the prerequisites MUST be met. Freely translated, this means that before a student for ANY course run under the auspices of our family of agencies makes contact with a seat in a classroom, aor spot on a dive boat, or a corner of a pool deck, he or she must be able to show compliance with the prerequisite standards.

A prerequisite may require the student or participant to be a specific age (for example aged 18 for enrollment in an SDI open water diver course except JR Diver and Future Buddies); or it may state an assumption of a prerequisite fund of knowledge or experience in the student or participant participant, such as a specific number of logged dives and/or successful completion of a “feeder” training program. For example, an SDI divemaster MUST be: minimum age 18; hold minimum certification as an SDI Advanced Diver or equivalent; be a certified SDI Rescue Diver or equivalent; provide proof of current CPR, first aid and oxygen provider; AND provide proof of at least 40 logged dives.

The only possible area open to misinterpretation is where the words OR EQUIVALENT are used. In the case where a pre-existing standard of knowledge and skill is being sought, we could substitute the phrase “or corresponding certification from another recognized scuba training agency,” or words to that effect, because this is what is meant by or equivalent.

One other important note before we leave the definition of prerequisite and specifically the course standards that spell out prerequisites for a specific program, is the word “minimum” and the phrase: “at least.” These again are unambiguous.

 

For example, if a course requires proof of a minimum of 100 logged dives, of which 25 of which must be to depths in excess or 30 metres (100 feet), – part of the standards for enrolling in a TDI Trimix Program – then a candidate with 99 dives CANNOT join the class. So, aA candidate with more than 100 dives but only 24 logged dives deeper than 30 metres CANNOT join the class.

In a nutshell, what we mean by prerequisite is a precondition that is essential to meeting the entry requirements of a course… without exception.

 

Having defined what we mean by a prerequisite,  now let’s explore why we have them.

Again, in the simplest terms possible, they form a foundation for the whole of our curriculum, regardless of which of our agencies or which programs they apply to.  Prerequisites provide area particularly significant where in that they outline the progression from one program to the next. A good example is in the case wherewhere certification as a cavern diver is part of the requirement for getting into an intro to cave course.  Essentially, the experience and skills developed in the precursor course are built upon and refined in the one that follows.

ANow all this seems logical and reasonably easy to follow, but . However, according to some of the questions from my IDC candidates and confirmed by a quick check with ourour Training Department – the folks who process certifications – the logic seems to fall apart, at least in the minds of some ITs and instructor candidates, when it comes to prerequisites for leadership level courses; especially those for TDI.

If there is a problem, a systemic problem, it may exist with regard to instructors who are currently teaching technical programs and who want to progress “up the chain of command” so to speak.

The terms prerequisite, minimum, and at least do not change one iota from their meaning and use in entry-level diver courses to their application in technical leadership programs. If a course – let’s say a CCR instructor course – requires candidates have prerequisites that include certification as a TDI Advanced Nitrox Instructor, that course must be completed, paperwork processed, card created and new rating entered into TDI’s master database, before the CCR instructor class can start.

It is not “OK” nor sanctioned for a candidate to take part in a course,,  and fulfill the prerequisites at some later date, and then sort of post-date certification. The temptation to “fudge” prerequisites in this way are particularly strong for programs where ITs are thin on the ground, are visiting from a different location and are only “in town” for a short while, or are trying to fill a classroom to meet some other logistical criteria.

As tempting as this practice may appear, it contravenes standards, sets a really poor example for the Instructor Candidate, and is likely to be unfair to those Candidates since it’s exposingas it exposes them to an environment they may not be equipped to deal with. th… Iin other words, if the experience of a prerequisite course is required to develop the skills needed to pass a “higher” course, isn’t there a stronger than usual likelihood of them failing their course if they have not had the opportunity to practice those skills?

The major reasons for setting course prerequisites are to protect both Instructor and Students in a number of important ways. SDI, TDI and ERDI have been able to offer affordable and comprehensive insurance policies to our members since our group first opened its doors. Alongside that, we have a stellar track record of being able to protect our membership from undeserved personal liability and judgments in tandem to the insurance offered. These two professional services are predicated on the robustness of our published standards and the protocols we have developed during many years of growth, which include the widespread acceptance of diving practices outside the traditional sport limits.

Course prerequisites are part of the protocols that help to protect you and our whole community of professional instructors.  Following the guidelines for prerequisites for ALL course candidates must be part of our normal day-to-day business practices, and as much a part of our procedures as having waivers and medical forms signed.

There are no gray areas, and as I once explained to a bright-eyed open-water student with his heart set on diving the “Doria”,” there “ain’t no shortcuts.”

Steve Lewis is an experienced IT for SDI and TDI and is Director of Marketing and Corporate Communications for the International Training Group.

 

Getting your business in order

 

There are only two times in the year when visitors to my office are able to negotiate the space from the door to my desk without stepping over at least one but possibly many more piles of files and assorted paperwork “ready for filing.”
It’s not that I dislike filing more than you or the next person, or that I am particularly disorganized, it’s just that there are more important things to occupy the 9 to 5 workday – which in the realm of small business, the mythical 9 to 5 workday should be translated into “waking hours.”
My business is small; much smaller than yours in all likelihood, and easier to operate I expect. I do not have more than a handful of inventory items to manage and my customer list can be handled with the simplest CMS on the market. The list of vendors I deal with is also short enough that I have their phone numbers and other contact details committed to memory, and my weekly To-Do List fits on a small whiteboard mounted on the wall beside my workdesk.
However, keeping up to date on the little things like filing and sorting through the occasional back order or course agendas, as well as juggling my commitments to Brian and the team here at SDI/TDI/ERDI can be a challenge. Hence, the messy office floor except at tax time and just before the end of year break (my traditional time of clean sweeping).
I cannot image how it would be to operate a full-scale dive business out there in the real world. Seriously, how do you do it? Last year we published a short business article about dive store owners having to wear many hats, from bookkeeping and warehouse manager to HR specialist and marketing guru. Some of you contacted us to tell us about the jobs we’d left off the list!
So here is my question: How do you do it?
We’re lucky enough at International Training HQ to have some real dive industry talent walking the corridors and willing to answer that sort of question. Last week I posed it to two guys whose input I respect greatly: Ed Christini and Nestor Palmero.
They both said essentially the same thing: “impossible without modern technology.” What they listed included things like smart phones, cloud computing, and customized business apps specific to the dive industry. Now, in case you do not know Ed and Nestor, please understand, neither of these guys are computer geeks or techno freaks; just the opposite in many respects. They are both very solidly grounded and comfortable with tried and true business practices; and neither is… well how to be diplomatic here… neither is a member of the wired generation. However, their take on the best ways to succeed in the dive business today revolve around taking advantage of the ALL the tools available including the hi-tech ones.
“There is no substitute for the very fundamentals of customer service,” said Palmero, whose CV includes heading up Oceanic before joining our organization as board representative. “But there is also no point in ignoring the potential market impact offered by things like social networking and smart email software to stay connected to your customers!”
The one problem area where they both agreed technology is king, is in organizing the day-to-day business that revolves around sales, inventory control, classroom scheduling and bookkeeping (both general business and the bookkeeping specific to student records management).
One answer to that challenge according to Christini is a POS system.
“I cannot imagine running a dive operation today without the help of some kind of integrated merchant service system with at very least a pretty sophisticated point of sale / service solution,” Christini said.
But Christini admits a bias. “I have to say that my viewpoint is very pro POS systems in the dive business and that is one of the reasons I spearheaded SDI/TDI’s initiative to work with a vendor (EnCorp) to develop a customized and affordable system for our members.”
Ask him why and the reasons tumble out of his mouth. “Tracking sales on items that lose money and that make money, keeping the essentials in stock and on the shelves, knowing how many spots are open in the next dive class, having student records available at the click of a button, projections for sales and promotions…” His list goes on.
However, the real kicker for me at least was Christini’s final remark. “Steve, dive store owners who invest in a POS system and who use its full potential avoid having an office that looks like yours!”
My final word is this: I would like to find out how you keep your business affairs in order. Drop me an email enews@tdisdi.com. If you are interested in finding out more about POS or if the floor in YOUR office looks similar to mine, just ask and include a phone number, and I’ll get Ed to give you a call.
Next Month Business Tips will focus on Training and the role of prerequisites in risk management.

 

Customer Service on a new scale: What we can learn at the fish market

 

It’s one of the oldest messages in retail staff management, but it remains one of the most important for anybody who plans to stay in business: Treat your employees with respect and your customers with benefit. And in the past 12 or 14 months, I have heard a lot of lip service given to this old chestnut. However, how many of us have really explored its meaning; or implemented creative company policies and practices to MAKE IT HAPPEN in our workplace?
I came across an old notebook during a semi-annual filing cabinet clean-up last week and was reminded of one of the most graphic examples of this policy at work; a practical application way above the rank and file. And although it is not fresh news, I believe it’s worth sharing because it still has several lessons to teach us.
Pike Place Fish Market in Seattle made its way into the news, and carved itself a place in the minds of business consultants across the country, because of the company’s unique approach to employee motivation and customer service.
Pike’s sells fish, no surprises there! The work is hard, less than glamorous, and the hours are long. But Pike’s sells a lot of fish and regular customers travel across town, by-passing other fish stores, to buy at Pike’s. Tourists to the Seattle area, make special trips to visit Pike’s for pete’s sake. Why?

Shopping at Pike Place Fish Market is an experience. The folks who work there don’t just fill orders, they add something extra that customers love. The extra is fun, a friendly smile, an attentive nature, and most important of all, enthusiasm. Pike’s employees choose to bring a special commitment to work every day. They stay connected to their work, to their co-workers and of course to the customers. And it pays off.

Four Pillars for Pike’s Success

 
The management philosophy at Pike’s, and the secret sauce that management consultants use as an example for their clients, comprises of four elements and these are:
  • Play
  • Make Their Day
  • Be There
  • Choose Your Attitude
In a nutshell these translate into: Enjoy the work. Make if fun and make it playful. One of the standouts at Pike’s is the way employees go about their business. The classic example is the way whole fish, big fish are thrown from one end of the counter to the other. It is like a circus show. It adds an element of surprise and makes the sale of a piece of fish a real event. Even customers are invited to get in on the ‘game.’
Make Their Day is specific to the customer. When someone comes into the market, employees work at making them feel special and making them welcome, listening to their questions, being courteous, and being helpful. The aim is for a customer to leave with a smile on their face. The aim is for the customer to be delighted. Now that’s not a bad goal for any retailer. You may not be able to sell them something THIS time, but make sure they feel comfortable coming back another time.
Be There is about, well, being available and being present. When employees give off the feeling that they are at work and ready to work, the feeling is catching. Have you ever walked into a store and felt as though you had to interrupt an employee day-dreaming or texting a friend to get served? Most of us have and it did not make any of us feel good; did it? DO you encourage your staff to Be There?
Choose Your Attitude really sums everything up. None of us feels up for the challenge EVERY day. We all have bad days and some days we’d rather be anywhere but in the store. But guess what, there really is no alternative so we may as well make the effort and BE POSITIVE. We have a personal choice how big a piece of personal responsibility we take on to help maintain our company’s vision of service, passion and fun. It can be a little or a lot. But it is worth remembering that all your staff have a vested interest in your company’s success.
Obviously, the nuts and bolts of selling fish and selling the adventure of diving are not 100 percent compatible. But what works, works.
Invite your employees to Commit to your company’s philosophy and share your vision for the future so that they have a choice to buy in.
Be the person you want your employees to be. Live the rules, and be an example.
Help your employees “get it.” Give them feedback and encouragement, listen to their ideas and suggestions, and open yourself up to the creativity of others.
The chances are that you will not see dramatic changes overnight regardless of how smart you are and how open your staff is, but think about all the ways that your business and your customers can benefit from a fresh approach based on four simple elements: Play, Make Their Day, Be There, and Choose Your Attitude.

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Business Shortcuts vs Cutting Corners: the good and the evil

 

First off, let’s establish that there is nothing wrong at all and everything right with working smart, and with developing shortcuts to help make a business more profitable. There are consultants driving around in luxury German automobiles and living in exclusive zip codes, who have made their money from teaching people how to streamline their business and cut waste.
For example, in a service industry, TIMESHEETS are one proven way to help owner/managers manage time; their own and their staff’s.  When I worked as a business consultant, one of the first things I would ask my clients would be to breakdown each of the “inventory items” they sold to customers and associate them with a “production time.” For example, how many person hours does it take to make an Acme widget? The constant surprise was that majority of companies, at least the ones I worked for, had only a vague idea how long it took them to produce what it was they sold! I would ask three senior-level managers to give me information about a specific item and this usually resulted in three different answers.  And they were seldom close.
This was a particular problem when the services being sold had a strong “intellect” component; writing a report or client brief, or delivery a training program for instance. But there was also a vagueness concerning more concrete tasks. (In the dive industry, this might be servicing a regulator or oxygen cleaning a scuba cylinder.)
My ten-thousand dollar solution was timesheets. Since success is in the final analysis is about making money, you can’t begin to walk down that path until you have some sort of correlation between cost of sales and price charged; and since time is money, and since time is a perishable commodity – try as you might, you cannot buy yesterday back – you need to have a firm grip on how you (and your staff) spend their days. In a recent study of government employees in the UK, it was found that average productivity – measured in actual hours doing what their job description said they should be – was around 25 percent. Sure, that’s government and that’s the UK, but I don’t think that figure is too far from the average.
Every manager has his or her own way to motivate themselves and the rest of their team, and we don’t have to go there, but the first step surely is finding out how time is spent doing the various jobs that we get paid to do and that our customers in turn pay us for.
Of course, once we know that it takes on average, let’s say two person hours to make, inspect, pack and ship, and create an invoice for an Acme Widget, we can do two things; review the price we charge, and refine the process to see if there is a shortcut available to us that does not impact quality, but that lessens production time.
Any strategy or more correctly, tactic, we come up with is a business shortcut and is perfectly acceptable. For example, posting a simple flowchart at every workstation in one production unit I studied, resulted in cutting average production time for their “widgets” by more than 15 percent; and translated in better QA results for finished items. This is an example of a simple and effective tactic born out of a manager sitting down and studying a set of detailed timesheets, and finding where the time leaks in the system were.
There are several lessons here for those of us who run dive operations and retail businesses. Apply the timesheet principle to every process that makes up YOUR job description. Keep a notebook handy and try to include every task you and your help do during a normal week, from inventory control and ordering, to servicing dive gear and managing students for their pool and open water sessions.
The time saved is money earned. And time saved can be used to generate more business. As a general rule, the consultant’s advice to management is for a portion of the time saved after a “time audit” to be spent building stronger customer relations. Another company I worked with found that through more effective time management, their senior staffers had time to introduce a different kind of customer satisfaction survey. It translated into a straightforward policy of picking up the phone on a regular timetable and making exploratory calls.
Imagine the impact on your customer retention when Joe Diver gets a phone call from you three or four weeks after their open water certification asking about their experience. “Hey Joe, tell me about that vacation you took after our certification class together…” Do you think that customer would be impressed? Do you have time to make that type of call?
Now all the above presumes that the parties involved understand the difference between a shortcut – as a viable business best practice – and cutting corners – which in our industry can result in the most awful situation.
Take for example the dive shop worker who decided that partial-pressure filling cylinders for nitrox and trimix fills took way too much time. He cut corners by speeding up the process; oxygen as 60 psi a minute, nonsense he said, it takes too long. Or his fellow Darwin Award candidate who did not bother to calibrate the gas analyzer in the mornings and from that moved swiftly to letting nitrox tanks leave the fill station without having customers complete the diver fill log.
Admittedly these are extreme examples, but they serve to illustrate the major point: Shortcuts are good, cutting corners, especially in this game, could get you and your customers hurt or worse.
If you think your business would benefit from taking a few shortcuts, my advice is to start with timesheets and process analysis, and use any saved time to do focused customer follow through.
One final example. We push onLine programs and the whole blended learning issue because it fits into the paradigm outlined here. Basically, it saves time (a good shortcut) because a large component of the learning is self-directed by the student. In doing so it gives instructors and facility owners a report on student progress, which of course allows the perfect opportunity to make that pro-active phone call. “Hey, I am your dive instructor. Noticed you are making great progress and I wanted to talk to you about getting you kitted out for the dives…”
Be well and dive safe.

 

Discover Scuba Program – Is it a Loss Leader?

 

Whether your shop promotes the Scuba Discovery, Discover Scuba or Try Scuba Diving – Passport Diving Program, the concept and goals are essentially the same. These are inexpensive introductory programs intended to generate new divers and hopefully long-term customers. While not an actual scuba certification, these programs are designed to offer the individual an experience using scuba equipment in shallow water, and get a quick and easy introduction of what will be involved to explore the underwater world without making the time and financial commitment of a full certification course. But do they work, and if so, how well? Are we actually turning our prospects into divers?
In the world of retail a “loss leader” refers to a product that is sold at a low price, usually at or below cost to stimulate or lead to subsequent sale of profitable sales, the sales of which will be made in greater numbers, or greater profits, or both. It is a time-honored practice that has been met with much success, especially by large discount retailers. The intent of this sales promotion or pricing strategy is to not only have the customer buy the (loss leader) sale item, but other products that are not discounted. A great example of this practice is cell phone industry. Cell phones are almost routinely offered for free or at a low cost to subscribers who enter into a contract that is typically between one or two years. The providers profit by retaining customers for a longer period of time, and this offsets the cost of the actual phone device.
In brief, at Adventure Scuba Company (Chantilly, Virginia) we conduct our introductory course in an indoor pool no deeper than five feet of water. Class sizes are limited to no more than eight participants. We offer the program once per month on Sunday afternoons. We provide the prospective diver with everything (BCD, tanks, weights, personal gear, etc.) except a towel and a good attitude! We charge a nominal $35 fee to participate, and have each student complete the required medical and liability forms. The session lasts about an hour and half, with a thirty minute introduction and briefing on the gear, some diving physiology and safe diving practices. Topics presented are kept very simplified, to avoid overwhelming the students. Students then get to experience the sport for an hour in the water, and afterwards we debrief them and discuss what is involved in becoming a certified diver.
So is our introductory scuba program that we offer at Adventure Scuba Company paying off, do we get a return on our investment (ROI), or is it just a loss leader? To answer the question, I did some number crunching. I took the time to cull through our customer database and pull out all the individuals that have participated in our introductory scuba program in year 2008 and 2009.  I then reviewed each individual’s customer history to see if they actually enrolled in a full certification course and took note of their purchase histories, if any, and ran the numbers. Retrospectively, I also noted how we conducted the program over the past two years, and noted any differences or changes. Lastly, I interviewed the instructors responsible for teaching the class.
So what happened?
In 2008 we had 39 students participate in our discover scuba program. This included a group of eight individuals from the local volunteer fire department, and a group of six participants from a high school scuba club. We grossed $1365 in fees. Of the 39 students, only two were repeat customers, and subsequently obtained full scuba certification. On average, each of these students spent approximately $800 on their course and personal gear.  After factoring our cost to conduct the program which included the pool rental time, instructor pay, air fills, gas for the shop van to transport the gear (remember it ALL adds up), a few minor gear repairs, etc.,  it was evident that the program itself was not a money maker. In fact, we ended up negative when we considered the program as an overall standalone. It only took one significant gear repair to blow our whopping $62 profit.  However, it did help yield revenue downstream from their class tuitions and gear sales to help cover our expenses, and of course generate two new divers! Keep in mind the success rate in generating new divers was only approximately 5%.
In 2009 we had 36 students participate in our discover scuba program. We grossed $1260 in course fees. However, in this past year six out of the 36 students were repeat customers, and subsequently obtained full scuba certification. Our success rate increased to nearly 16%. As before each student spent on average approximately $800 on their course and personal gear for their certifications. One student even purchased a full gear package, approximating $2500! Not too shabby!
So what changed, and how did we improve?
In 2009, we changed the format of how we conduct our program in three areas. First, we decided to relocate and extend the academic portion of the program, and second we awarded each person with a certificate and small incentive package immediately following the conclusion of program. Lastly, we became more diligent with our follow up. In light of the current economy, we refused to alter our course fee. We continued to charge a nominal fee of $35 for an individual to participate in the program. Again, we provided everything for the student to participate in the class including personal gear.
Change #1. Rather than meeting directly on the pool deck about thirty minutes before getting in the water as we did in the previous year (2008), students met at our shop for an hour long orientation at least two hours prior to their in-water experience. While it could have inconvenienced the student with additional commuting (we are in Northern Virginia!), and risk creating a feeling as if they were going to get roped into something resembling a “sneaky timeshare sales tactic,” it did not. It had a very positive outcome with several benefits.  First, it presented students with a chance to see our business and meet our staff, if they have not already when they registered for the program. Second, they had the opportunity to see and touch the gear they were going to be using during their session.  This helped address many questions and eliminate many preconceived ideas about what a scuba diver requires to be underwater. It also provided us with a chance to better fit them for the gear they were going to be utilizing during their session. Body types and shapes vary incredibly and being comfortable underwater is very important as we know. Finally, and most importantly, they could address any of their fears and concerns with their instructor without any time constraints. They actually get to meet the instructor as a person, in plain clothes, see him or her as a real human being as opposed to showing up on the pool deck all geared up like a pro ready to jump in the water. That can be quite intimidating to someone who has some reservations about doing this. Remember, in many cases these students aren’t sure if this is something that is going to be “fun” yet, and/or they are lacking confidence. This is a great opportunity for them to meet the person who is directing them to do the unnatural…shove their heads underwater and breathe! I believe this opportunity lowers their inhibitions, defenses and stress. It puts them at ease and really helps create the necessary rapport and trust between the students and the instructor, and thus our business.
Change #2. After the students get out of the water, smiling, the instructor congratulates each individual and awards them with a certificate of completion with the student’s name on it. It looks professional and is printed on quality paper. It makes them feel good and proud of their accomplishment and it gives them something tangible to remember the experience. Additionally, it is a good marketing piece when they show it to their friends and colleagues. We also include an incentive coupon for them to register for a full certification course at a reduced fee. Additionally, we include other marketing goodies such as stickers, pens, and plenty of business cards to hand out. Yes, this now eats into our cost too, but they are excellent opportunities to promote the shop.
Change #3. A successful discovers scuba program doesn’t end after the students leave the water. It requires follow up in a timely manner from two different avenues, the store manager and the instructor. As the shop manager it is my responsibility to follow up with the instructor to see how the program finished, address any concerns or issues, solve any problems, and make sure things are ready for the next session to run efficiently. Of course I also want to know who had a good time, why, and when do they want to take a class I find that the best response results from the instructor contacting the students directly, while these students are still excited and energized from their experience. This happens within the next week. It is equally important to find out who did not have a good time and why. Is there something we missed, did the student develop some apprehension during the session, or are there concerns regarding finances and time commitments? There could be a number of reasons why some do not want to continue and obtain a full certification, and we need to know them if we want to improve.
It was evident that our number of participants in the program did not increase from year 2008 to 2009. In fact, there were fewer students in 2009. What did change though was the quality of our program and how we conduct it. I believe this made the difference.
What’s next?
Seeing an almost three-fold increase in our turnover after we implemented these changes has our business excited about conducting more of these programs, and making them quality experiences. We have done the analysis and realize that the program, as we currently have it structured and priced, is not revenue generating machine on its own, but is rather indeed a loss leader. We are okay with this though. Knowing this and the potential that this program can afford our business resulting from subsequent purchases makes it worth while.
This year we decided to create a “free discover scuba card”. It is simply a business card which serves as a coupon and entitles the person to a free Discover Scuba session. The entire staff carries them, we give them to instructors, customers and fellow divers to disseminate, and we hand them out like candy!

 

Yet another advantage of being an International Training member.

wnl safety and first aid equipmentProfessional level members of Scuba Diving International™ Technical Diving International™ and Emergency Response Diving International™ can now enjoy the very best pricing on the very best safety products and supplies from WNL Safety Products of Massachusetts. These supplies include a full inventory of items to run effective CPROX1st AED programs (among others) as well as supplies for on-site, on-board, and in-store emergency first-aid kits.

The formal agreement between International Training and WNL was announced jointly today by Sean Harrison, V-P Training and Membership Services for International Training and Wayne Eddy, owner of WNL, and is effective immediately.

“We are very happy to be able to offer WNL products to all our members across all three agencies,” Harrison said. “WNL Safety Products is synonymous with quality and its award winning products such as the Family First Aid Kit and the Ready-To-Go Emergency Preparedness Kit. WNL has experience delivering precisely the supplies and support equipment that dive operations need in a timely no-nonsense fashion.”

Harrison added that ITI members will enjoy special pricing and that supplies can be ordered from TDI/SDI/ERDI website. Once members log in to https://www.tdisdi.com site using their normal username and password, they will be provided a coupon code to enter when they check out to receive a 10 percent discount on their purchase.

WNL Safety Products has been a leading supplier of first aid and CPR training products to both independent and national training organizations since 1995. In that time, WNL has become one of the largest original equipment suppliers in the United States. Since 2000 the company has served the health and safety training market, providing OEM Products to some of the largest and most respected training organizations, including The American Red Cross, The American Heart Association, National Safety Council, and others.

 

For more details, visit https://www.tdisdi.com