Three locations, one brand, and five different digital identities.

Campania is a full-service Neapolitan pizzeria operating three locations across north metro Atlanta — Alpharetta, Milton and Canton — with a fourth in early planning. This is not a counter-service pizza concept. There is a dining room, a weekly bar program with draft beer, cocktails and wine by the glass, private events, and reservations running through Tock. The oldest location has been open thirteen years and was remodeled last year.

The group does $5.5 million in combined annual sales, and the performance underneath that number is uneven: the remodeled flagship is trending up about 3% year over year, the newest location had a strong first year and is up about 7%, and the middle location is down about 9% behind a set of management problems. Combined, the group is flat against last year.

What stands out in the diagnostic is the reputation. More than 1,700 Google reviews across the three locations, with real, signed owner responses. That is rare. Most operators at this size either stop responding or hand it to a tool that writes generic replies. Campania scored 4 out of 5 on reputation in our audit — the highest mark on the scorecard, and the only category where the group is genuinely ahead of its market.

Everything else in the digital layer is behind. The group scored 20 out of 45 overall — Mid Maturity. Not because anything is broken, but because almost nothing has been connected, consolidated, or measured. Three Google listings carry three different names. Instagram is split across two accounts. Facebook only represents one location and has been silent since May. The website is four pages for a three-location group. And there is no analytics, no tag manager and no pixel anywhere on it.

That is the gap this proposal addresses. It is not a product problem and it is not a reputation problem. It is an infrastructure problem sitting on top of a business that already works.

On our call you described the problem as the Meta algorithm — that the roughly $550 a month going into social isn’t producing anything, and that the platform has changed in a way that makes organic reach nearly worthless. The first half of that is right. Static posts reach a small fraction of an account’s audience, and Meta has no reason to distribute anything for free.

But the audit points somewhere else for the second half. The reason that spend can’t work isn’t the algorithm. It’s that nothing underneath it has been built. There is no pixel on the website, so no audience is being collected and nothing can be retargeted. There is no GA4 and no tag manager, so no conversion is being recorded. And the roughly 60,000 guest records inside FOCUS have never been uploaded as a custom audience, which means the single most valuable targeting asset the business owns has never been used.

You asked during our call whether Resto Experience is a Meta Business Partner. We are not, and the honest answer to the question behind it is this: the partner badge is not what’s missing here. What that program buys is a cleaner pipe for data you are already allowed to send. Campania has the data — 60,000 records, and FOCUS exposes an open API. What it has never had is the pipe, the pixel at the other end of it, or the audiences built from either. That work does not require a badge. It requires someone to actually do it.

Three findings define the opportunity.

Marketing has no scoreboard. No Google Analytics 4, no Google Tag Manager, no Meta Pixel anywhere on the site. Every dollar spent to date has been unmeasurable by construction. This is the first thing we install, in week one, before any budget scales — because spending into a funnel that can’t report is how the last $550 a month disappeared.

The customer file is stranded. Roughly 60,000 records sit in FOCUS with no path to the algorithm. Loaded as a custom audience, that file becomes the seed for lookalikes across all three geofences — Meta finding new guests who resemble thirteen years of real Campania customers. It also becomes an email and SMS channel that costs nothing per send.

One brand is showing up as five. Three Google listings under three different names, two Instagram accounts split 2,210 and 324 followers, and a Facebook page that represents Alpharetta only and hasn’t posted since May 23. Every one of those splits divides authority that should be compounding into a single brand. Consolidation is not a cosmetic exercise here — it is the difference between three small local presences and one regional pizzeria brand.

We’re proposing two paths against the same diagnosis. Both start in the same place: install the measurement layer, consolidate the five identities into one, activate the FOCUS file, and put a structured geofenced funnel behind each location. Both run under one team.

RestoLite ($4,500/month for three locations) is the streamlined foundation — seven core services covering social, quarterly content cycles, Meta paid, brand and design, the website rebuild, on-page SEO and Google Business Profile work, and performance tracking. Third-Party Delivery Management is available on this path as an add-on at $500 per location.

Resto360 ($8,500/month for three locations) is the full operating partnership — twelve services adding Email & SMS against the FOCUS file, Reputation & Review Management on the 1,700-review base, creator marketing across north Atlanta, POS optimization on FOCUS, and hospitality consulting. Monthly content production. Meta and Google paid with server-side attribution. And Third-Party Delivery Management is in scope, because a full-service growth partnership cannot manage a restaurant’s revenue while ignoring the channel that delivers 8 to 10% of it.

You told us on the call that you don’t need 30% growth — that you dislike flat and you want growth, and modest growth counts. This proposal is built to that brief. The work in front of us is to move the group off flat, recover the location that’s down, and give you a monthly report that tells you which dollar did it.

North metro Atlanta — Alpharetta, Milton, Canton and the corridor between them — is one of the strongest restaurant markets in the Southeast: high household income, sustained residential growth, and a diner base that researches on a phone before deciding. Campania sits in exactly the segment that has been squeezed hardest over the last two years. Across the industry, guests are eating out less frequently but spending more per visit, which means a group can hold flat on revenue while quietly losing order count. Fine dining and value concepts have been outperforming the middle. Restaurants that stopped investing in marketing have been coming down 15 to 20% year over year.

Against that backdrop, flat is not a failure. But flat is also not where this group should be sitting, because the assets that normally take two or three years to build are already here. Thirteen years of operating history, three established rooms, 1,700 reviews, and 60,000 guest records. Most of our clients spend the first year building what Campania already has.

The opportunity is that almost none of it is switched on. Growth for this group doesn’t come from being discovered for the first time — it comes from four places, and all four reward exactly the systems that are missing.

Consolidated brand authority. One Instagram instead of two, one consistent name across three Google listings, one Facebook representing the group. Every post, review and search then compounds into a single brand instead of dividing across five.

The customer file as a targeting asset. 60,000 records loaded into Meta as a custom audience, with lookalikes built off them and pushed into a three-to-five mile geofence around each location. This is the highest-leverage unused asset in the business.

Delivery as an acquisition channel. DoorDash went live about three months ago and delivery is running at 8 to 10% of sales, unmanaged. Pizza is the single best-performing category on the delivery platforms. Managed properly, and with a second marketplace live, this is the fastest-moving revenue line available to the group.

The bar program, private events and reservations. A weekly bar program, private event capacity and Tock reservations are all real revenue surfaces that currently have almost no digital promotion behind them — and events in particular are margin that doesn’t depend on filling another dining room.

Seven signals came out of the discovery call and the Campania growth audit — a review of the live website, social accounts, Google Business Profiles, review base, tracking stack and delivery presence. Each one is a specific lever this program is built to move. Where a fix lives only in the deeper program, it’s marked.

Resto Experience runs two programs under one integrated execution model. We built both inside our own restaurant group — Rreal Tacos, thirteen locations across Georgia and Florida — before we packaged them for other operators. Every service in both programs was pressure-tested on our own P&L first. We are operators who market, which is a different starting point from an agency that took on restaurants as a vertical.

The reason the integrated frame matters for Campania specifically: consolidation only works if one team holds all five identities at once. The two Instagram accounts, the three Google listings, the Facebook page, the website, the customer file and the delivery platforms all have to be brought under a single naming convention, a single content engine and a single measurement layer. Split that across a social freelancer, a web vendor and a delivery consultant and the brand stays fragmented no matter how good each piece is. You end up conducting an orchestra where every section is playing in a different room.

How the two programs differ:

RestoLite is the right entry point for an operator who wants the foundation installed lean and proven before scaling. Seven services. Quarterly content production cycles. Meta-only paid media. A website redesign with tracking and QR code menu. On-page SEO and Google Business Profile work across all three listings. Social on Instagram and Facebook at one Reel and two posts a week with five Stories. Monthly reporting. It gets the scoreboard on, the identities consolidated, and the customer file into Meta — which is the majority of what the audit says is missing.

Resto360 is the full operating partnership, built to close the gap at speed. Twelve services. Monthly content production at the restaurants. Three Reels a week plus static posts and daily Stories, across Instagram, Facebook and TikTok. Meta and Google paid with server-side attribution. Custom website build. Email & SMS activating the FOCUS file from month one. Reputation & Review Management across the 1,700-review base with sentiment analysis. Creator marketing across the north Atlanta food scene. POS optimization on FOCUS. Hospitality consulting. And Third-Party Delivery Management in scope — Uber Eats and DoorDash managed together, because a full-service growth partnership shouldn’t be running your marketing while ignoring a tenth of your revenue.

The 90-day plan applies to both. The audit drives both. The case studies prove out both. What changes is the breadth and depth of what runs — visible in the Scope of Services section next, where every service card carries a badge showing which program it belongs to.

The program comes in two clearly separate layers, so the choice stays simple. The Core Seven are the foundation — the complete RestoLite scope, and the base every Resto360 engagement starts from. The Resto360 Expansion adds six more services on top. Every card carries a badge showing which program it runs in. Everything applies across all three locations unless noted.

The Core Seven — the RestoLite Foundation

Everything Campania needs to consolidate the brand, switch the measurement on, and get the customer file working. Included in full under RestoLite — and the base layer of Resto360.

The Resto360 Expansion — Six Services When You Scale Up

These come standard in the full Resto360 program. Each is also available individually as a RestoLite add-on — so if RestoLite is the starting point, you can layer on exactly what you need, when you need it.

Five case studies chosen for how directly they map onto Campania: a pizza concept in Atlanta whose delivery channel we took over, a three-location group where all three grew at once, a two-location operator whose deposits moved more than his sales did, the profitability case, and our own restaurant group as operating proof. The four delivery cases are here because delivery is the fastest-moving line available to this group and the one where the numbers are cleanest.

The plan is sequenced around the audit’s clearest finding: measurement comes first, before any budget scales. Week 1 installs the scoreboard and consolidates the accounts. Weeks 2 and 3 are strategy, the first content production, and the website build. Weeks 3 to 4 launch. Weeks 5 to 8 optimize on real data. Weeks 9 to 12 scale what works and deliver the 90-day report.

Items marked R360 are Resto360-only (or available as a RestoLite add-on). Everything else runs in both programs.

You said on our call that you don’t need 30% growth — that you dislike flat and you want growth, and that modest growth counts. So this section is deliberately not a projection. We don’t guarantee results, and any number we put in a box here would be a guess dressed up as a forecast. What follows is the sequence: what gets built in each window, and the indicators that tell you whether it is working. Outcomes depend on marketing investment, operational execution, and how the market responds.

Two pricing options against the same audit. Both cover all three locations. Both are month-to-month with 30-day cancellation — no long-term contract either way — and you own every asset we build, from the website to the photography, from day one.

Recommended Ad Budget — And Why It Starts Lower Than You’d Expect

On our call we said Resto Experience recommends operators in growth mode invest between 5 and 7% of net sales into marketing. We are going to recommend you start at roughly 3.2%, well below our own number. The reason is in the audit: there is no analytics, no tag manager and no pixel on your site today, and the customer file has never reached an ad platform. Spending at 5% before that layer exists would be the same mistake that made the last $550 a month invisible, just at thirty times the price. You would have no way to know which portion worked.

So the budget steps, and the step is triggered by the infrastructure rather than by the calendar.

Two notes on the table. First, the ad budget is separate from the retainer and never marked up — it goes to Meta and Google, not to us. Second, in-platform delivery promotion is a separate line again and should not be added to the Meta number in your head. Delivery promotional spend is managed against payout percentage, and as The Crossing case shows, managing it well often means spending less inside the platform, not more.

From signed agreement to first content production day — here’s how we move.