Porter Group is one of the southern hemisphere's largest heavy-equipment businesses: nine equipment brands, including Hyundai Construction Equipment, Sandvik, BOMAG, Terex and Furukawa, sold and hired through five divisions, with operations spanning four markets.
Each brand had its own audience, dealer requirements and seasonal cycles. Each market had its own competitors and buying behaviour. The digital footprint had grown organically into multiple websites, email lists and social accounts without a unifying strategy, and paid spend wasn't accountable to a return figure.
Before restructuring a dollar of spend, we mapped the demand. Search behaviour differs sharply by market: the machine a contractor searches for in one country, and the words they use, aren't the same in another, and hire demand moves on different seasons than purchase demand. Layered on top came internal research: time with the sales teams in each division to understand what a good enquiry actually looked like, because only the people closing deals can tell you which enquiries are worth having.
The segmentation followed the money. A buyer purchasing an excavator, a contractor hiring for a three-month job, and a fleet manager ordering parts are three different customers with three different purchase cycles, so campaigns, keywords and landing experiences were structured by brand, division and region rather than one generic pot. Budget then followed evidence: regions and categories that returned got more, and every brand had to earn its share rather than inherit it.
Restructured Google Ads campaigns by brand, division and region, with conversion tracking tied to enquiry value, reaching a sustained 3.5x return on ad spend across regions.
Multiple websites, email programs and industry media placements, coordinated so each brand stayed consistent while speaking to its own market.
Eight Facebook and Instagram profiles, two LinkedIn pages, a YouTube channel and 50+ Google Business locations, each optimised for local visibility where machines are actually bought and serviced.
Designed, wrote and managed a quarterly in-house magazine distributed to more than 9,000 recipients, a print product that kept a high-value B2B audience engaged between purchase cycles.
If your marketing spend isn't accountable to a return figure, you're not buying growth, you're buying activity. This engagement shows what happens when every dollar has to earn its place: the 3.5x wasn't a launch-day number, it was the product of a reporting rhythm where budget moved to evidence every single cycle.
Sustaining Fire is the stage most marketing skips. Here it was the whole point: monthly reporting, sales-team feedback on enquiry quality, and budget reallocation every cycle. A lesson learned in one region was tested in the other three within weeks.
It starts with a conversation, not a pitch. Tell us what's not working and we'll tell you honestly whether we can help.
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