When the compressor stops, the plant stops.
CASEI distributes, services and rents compressed air systems across Southern California and Baja California. Compressed air is the utility nobody thinks about until it fails, and when it fails a production line stops. That reality had to shape the entire site.
The situation
CASEI serves three buyers who have almost nothing in common. A plant manager whose compressor died this morning. An engineer specifying equipment for a build that ships next year. A maintenance buyer who needs a filter element by Thursday.
The first needs a phone number and a rental. The second needs specifications and a conversation. The third needs a cart. A single site has to serve all three without making any of them dig, and the old site was built for one general visitor.
The search picture was similarly split. Brand and part number searches, emergency service searches, and category searches all behave differently, and none of them were well served.
What we found
Rentals were the quiet advantage. A distributor who can put a temporary unit on site while yours is repaired is solving the actual problem, which is downtime rather than equipment. That was a line item on the old site rather than a headline.
The second finding was that brand carries the search. A buyer with a Pneumatech unit searches Pneumatech, not compressed air solutions. Six manufacturer relationships meant six sets of search terms the site was not competing for.
The third was energy. Compressed air is one of the largest electricity costs in a plant, and CASEI assesses it. That is a genuinely different conversation from selling equipment and it justified its own section.
The decision
Structure the site by urgency rather than by product category. Emergency service and rentals reachable from anywhere, specification content for the buyers who are planning, and a real store for the ones who know the part number.
Give every manufacturer its own presence, because that is how the demand actually arrives.
Build energy assessment out as a service rather than a footnote. It reaches a different budget inside the same plant and it is the argument that turns a supplier into an adviser.
Keep the store simple. A parts buyer is not shopping, they are replacing something, so the fastest path from part to checkout wins.
What we chose not to do. Trade offs are the interesting part of any project, so we publish ours.
- We did not put the store at the center. Most of the revenue is in systems and service, and leading with ecommerce would have made a distributor look like a parts website.
- We did not write for a general audience. The buyer is technical and plain consumer language would have cost credibility with exactly the people who sign the orders.
The work in numbers.
These describe what the project produced rather than what it earned. We do not publish performance figures a client has not approved, so where those exist they appear here, and where they do not, this is what we can say honestly.
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