Business need
What needed to work better.
In 2002, Automotive Catalog Corp needed to move from catalog-driven sales into e-commerce while competing in search for automotive graphics and related product phrases. Dale Heunink compared four providers with the same budget so the work could be judged by results. Then, in 2008 after the housing bubble burst, the business needed more orders quickly enough to protect two jobs and avoid layoffs.
Solution
How the path was improved.
DOYJO built the VinylGraphics.net e-commerce website, organized product content for search, managed SEO, and supported online marketing. After the site proved itself, Brian trained Dale’s internal staff to manage and operate the site. The goal was not to keep the business dependent on DOYJO; it was to make the store productive, understandable, and controllable by the company.
Result
Why it mattered.
The 2002 project was judged against three competing providers. Two competing sites made no sales, another made only one sale for under $200, and the DOYJO-built site produced more than $20,000 in its first month while reaching the top of search results for “Vinyl Graphics” and thousands of specific phrases. After the site proved itself, Brian trained Dale’s team to manage and operate the e-commerce site and its search strategy.
Then came the 2008 downturn. Dale called because if more business did not come in, two people could lose their jobs. After about 30 days of focused site and search work, he called again and said the new orders meant he would need to hire three people to keep up.
The DOYJO-built site produced more than $20,000 in its first month.
Two competing sites made no sales, and another made one sale under $200.
Two jobs were at risk; thirty days later, three new hires were needed.
After the site proved itself, DOYJO trained the internal team to manage the store, SEO, and marketing operations.
Business impact
The point is what changed for the business.
Dale’s story has two chapters. First, in 2002, the DOYJO-built e-commerce site beat three competing providers on measurable results: more than $20,000 in first-month sales while the other sites produced little or nothing. After the site proved itself, Brian trained Dale’s staff so the company could manage and operate the site with more control.\n\nThe second chapter came in 2008, when small businesses were closing and people were losing jobs. Dale called because he might have to lay off two people if new business did not come in. Thirty days later, he called again and said: “Brian, I don’t know how you do it, but I’m going to have to hire three new people to keep up with all of the new orders coming in.”\n\nThat is the standard DOYJO cares about: not vanity traffic, not technical jargon, but orders, jobs, families, business continuity, staff capability, and company control.
Project visuals
