Singer Industrial owns my guy . The one person who already knows your kit, so nothing has to be explained twice. You have a hundred and ten of them.
I did not pick this. I found it. “Manny is my go to guy” is your customer’s sentence. 56 of 159 reviews say some version of the same thing. None of them says anything about a network.
“United By Shared Values,” then a request that people sell you their company.
One line nobody else can say, written the way a customer would say it. See the page.
159 reviews naming Manny, Russell, Chuck, Gino, Chris, Kevin, Jeff and Daniel. None of it appears anywhere you control.
Put their words on your page. Then publish the one number nobody in this trade publishes: how long the person at each counter has been there.
Where you can see it, it is real and it is high. Where you cannot, nobody knows, and one shop has already been written about in the past tense.
The six decisions on the previous page. Until you make them, this describes some of your branches. It does not promise anything about all of them.
You describe yourself as a portfolio of independent brands. Set up that way, the counter is always somebody else’s job.
A company where the person at the counter is the thing you buy, measure, cover and report on. Nobody could follow you there, because they would have to buy 110 counters to try.
You have kept 43 old names alive instead of putting one sign over all of them. That costs you money every year. 44 websites. 43 sets of marketing. No single name getting stronger anywhere. It is a real refusal, already paid for, and it is the right one, because the name over the door is the name their guy works under.
No branch finder. No list of locations. No counter named anywhere. 21 brands with no reviews at all. A site whose fourth menu item is Acquisition Criteria. Every one of those can be changed tomorrow. Until they are, you are paying to keep 43 names alive and telling nobody where to find them.
Owning “my guy” means you give up three things. Running the counter cheaply. Moving people between branches when it suits the org chart. And buying a business without buying the people in it.
If it costs you nothing to hold, every competitor can hold it too, at the same time as you.