Family Owned & Operated Window, Roofing & Siding Company

Multi-Location Strategy | Vendor Management | Full-Funnel Alignment The Challenge Our client operates multiple locations offering a wide range of products from newborn and family essentials to high-end designer furnishings. Each store serves a different audience, carries different product priorities, and requires its own voice, strategy, and measurement. The challenge was maintaining local relevance at the store level while ensuring a cohesive brand message across all locations and channels. The E.A.G. Approach E.A.G. treated each location as its own individual entity while maintaining a unified overarching strategy. The approach included: Store-specific campaigns with tailored creative, messaging, and targeting Unique audience strategies aligned to each location’s product mix Independent tracking and measurement at the store level Centralized oversight of all marketing and advertising partners In addition, E.A.G. acted as the quarterback across all vendor relationships, coordinating efforts across: Paid advertising Marketing strategy Social media Website management SEO This ensured every partner was aligned, accountable, and working toward the same goals. The Results By combining localized execution with centralized strategy and oversight, our client achieved: Clear differentiation between store locations without brand fragmentation Stronger alignment between paid media, organic efforts, and in-store messaging Improved consistency in creative and customer experience A simplified decision-making process for leadership Most importantly, the brand gained a single point of accountability, allowing all partners to move in the same direction. Why It Worked Multi-location brands don’t fail because of effort, they fail because of misalignment. By acting as the vendor management resource, E.A.G. ensured every tactic, partner, and platform supported a cohesive strategy while still honoring the unique needs of each store.

Branding Strategy | Foot Traffic Attribution | Budget Reallocation | Strategic Consulting The Challenge Our Client needed to shift from a traditional, evenly distributed media approach to a smarter strategy focused on incremental revenue and foot traffic. With multiple locations and varying store performance, the challenge was identifying where dollars were working — and where they needed to be reallocated. The E.A.G. Approach E.A.G. partnered closely with Heritage’s leadership team and their Fractional CFO to build a dynamic, performance-driven media strategy. The approach included: Reallocating marketing and advertising funds toward brand awareness with measurable foot traffic impact Implementing foot traffic attribution to connect media exposure to in-store visits Bi-weekly working sessions to review store-level performance, revenue trends, and growth opportunities Actively shifting impressions and budget to underperforming locations to drive improvement Aligning all stakeholders around data-driven decision-making The strategy was designed to be flexible, accountable, and responsive in real time. The Results From April through December 2025, E.A.G. delivered consistent, scalable in-store impact across the Heritage’s footprint: 140,000+ confirmed foot traffic conversions Approximately 15,000 conversions per month Roughly 500 in-store visits per day An average of 17 additional customers per store, per day across 30 locations Most importantly, reallocating spend to underperforming stores resulted in immediate and consistent growth, observed by all parties involved. Why It Worked By treating media as a living strategy not a fixed plan, E.A.G. helped our client turn branding investment into measurable in-store results. Regular collaboration, transparent reporting, and the ability to shift dollars quickly ensured every location had the opportunity to grow. This partnership transformed marketing from a static expense into a scalable driver of foot traffic and incremental revenue.