Roof Rejuvenation Marketing Plan

• A named person responsible for answering inbound within a defined response time.
• A working intake script and qualification checklist.
• A CRM record structure that captures source, stage, and outcome.
• A calendar with defined inspection slots and a booking rule set.
• A single landing page for each active channel, with a working form and phone number.
• A weekly reporting rhythm that reviews the numbers the plan cares about.

Missing any of the six converts the marketing plan into a lead-loss study.

Positioning is the sentence a homeowner would say to a neighbor about the company. Offer is the specific thing a homeowner is asked to do. Both must be decided before channel selection, because a plan without a positioning and an offer is nine channels producing nine different conversations.

Write the positioning as one plain sentence. Write the offer as a specific action with a specific outcome (for example, a scheduled roof inspection with a written report). If the offer changes across channels, name the reason and constrain it to a testing window.

• Foundation (build once, then maintain): landing pages, Google Business Profile, review generation, base tracking. Small early spend, then near-zero ongoing.
• Demand capture (people already searching): paid search, organic search, referrals. Highest intent, most measurable, primary source of near-term booked inspections.
• Demand creation (introducing the category): paid social, direct mail, community touches. Necessary for a young category, slower to measure, sized to what the demand-capture bucket cannot fill.

The rule for reallocation is the measurement cadence below. Do not move money between buckets on impulse; move it on the review.

The first thirty days build the assets every channel depends on. This is unglamorous work. Skipping it or compressing it produces the wrong kind of speed in month two.

• Week 1: positioning, offer, service area, and pricing framework locked. Landing pages drafted.
• Week 2: Google Business Profile verified and completed. Review request flow live. Basic tracking installed (phone, form, calendar).
• Week 3: first paid-search campaign live at a low daily budget, with one landing page and clean negatives. Direct-response creative for paid social drafted and reviewed.
• Week 4: first paid-social campaign live at a low daily budget. First referral outreach to past customers scheduled.

No channel launches at scale in month one. The point of month one is to prove the plumbing works end to end, from click to booked inspection to CRM record.

Month two turns the volume up on whatever showed intake capacity and cost per booked inspection inside a defensible range in month one. Nothing new launches in month two that was not already tested in month one.

• Increase paid-search budget to the point where cost per booked inspection is still acceptable and the calendar has room.
• Add a second paid-search ad group targeting the second-highest intent keyword cluster.
• Publish the first three service-area or educational pages that the local-SEO channel depends on.
• Launch a referral incentive to the customer base, in writing, with a tracking mechanism.
• Review paid-social creative and rotate the two lowest performers.

Month three is where the plan earns its keep. By day sixty the operator has real numbers for each channel: cost per booked inspection, cost per closed job, and calendar fill rate. Month three reallocates against those numbers.

• Increase spend on the channel with the lowest cost per closed job, up to the point where cost per booked inspection stops being acceptable.
• Decrease spend on the channel with the highest cost per closed job.
• Kill any channel that has not produced a single closed job in ninety days.
• Add one new channel test at a small budget, chosen deliberately against a gap in the mix.

A ninety-day plan that ends with the same channel mix it started with was not a plan; it was a wish. Reallocation is the point of the exercise.

Weekly, review the intake numbers: inbound volume, response time, booked-inspection rate, and show rate. Monthly, review the outcome numbers: cost per booked inspection by channel, cost per closed job by channel, and revenue by channel. Quarterly, review the strategy: positioning, offer, and budget allocation between buckets.

Different cadences answer different questions. Confusing the three (reviewing strategy weekly, reviewing intake quarterly) is how plans quietly stop being followed.

Write the reallocation rule down before the numbers arrive, or the numbers will be argued with. A workable rule set: shift up to twenty percent of monthly budget between channels at each monthly review; kill a channel only at the quarterly review; require two consecutive months of underperformance before killing a channel that once worked; require a written change note in the plan for every reallocation.

The rule set is boring on purpose. It removes personality from the decision and forces the numbers to do the talking.

• Launching every channel in week one and having no capacity to answer any of them.
• Judging a channel on cost per booked inspection while ignoring cost per closed job.
• Cutting the winning channel to fund the losing one because the losing one is more interesting.
• Skipping the monthly review because the numbers are inconvenient.
• Reallocating on a single week of data.
• Never killing a dead channel because the operator likes the idea of it.