«Eighteen brands don't multiply by eighteen. They divide by eighteen.»
Eighteen domains open and twelve live websites, each named after a destination or a theme, competing on Google against the parent brand. Nobody had opened them all at once or abandoned them all at once: they just piled up. Nobody had to switch anything off, and that's exactly the problem—no one decided to keep them; it's simply that nobody reviewed them.
The twelve themes with their own domain already existed inside the main website. All twelve. They don't share the market: they take it from each other. And the lesson that best explains our method came from looking at how enquiries came in: the person who moves them by hand doesn't do it because they enjoy it, they do it because the architecture won't let them do it any other way. Changing the architecture is what frees people—not asking them to run faster.
Order matters more than speed. First, whatever doesn't depend on any strategic decision and can start tomorrow. Then instrument and measure, because consolidating blind would work but we couldn't prove it or correct it. Only then decide. And consolidate last.
A transformation programme the company put forward as backing before the sustainability certification committee it is assessed by. And a decision rule that no longer depends on us.
We recommended shutting things down, so we also said what we didn't know: without access to the analytics there was no way to estimate traffic or conversion, and we didn't make up either. Every figure in the document came from the audit or a cited source. A document that rests on made-up figures falls apart at the first question.
What's next. Extract and unify each website's data before touching anything, so that consolidation doesn't wipe out years of commercial history.
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