Foodja did not come to BERK Labs looking for marginal improvements. The company was under pressure, missing investor targets, and losing confidence in marketing altogether.
Founded in 2003, Foodja operates a complex platform for corporate restaurant delivery. Teams use it for group orders, on-demand meals, and fully sponsored corporate lunch programs. The business model works, but growth depends heavily on paid acquisition, partner coordination, and accurate attribution.
By the time BERK Labs entered the picture, Foodja’s marketing had become a liability instead of a growth engine.
When Paid Ads Become a Risk Instead of a Lever
Foodja had partnered with a previous agency to drive growth through paid media. On paper, the setup looked professional. In practice, performance collapsed.
Cost per acquisition climbed to between $150 and $200. Conversions dropped. Investor expectations were not being met. Worse, the agency could not clearly explain what was going wrong or where the money was going.
Foodja did not have an in-house marketing team, which meant the company was forced to trust external reporting without the ability to verify it. Over time, that trust eroded completely.
At that point, Foodja’s leadership knew the problem was not just ad performance. It was a lack of visibility, ownership, and strategic alignment.
Eva Hsu, Foodja’s brand manager, had worked with BERK Labs before and understood how they approached accountability. That prior experience is what brought BERK Labs in.
Diagnosing the Real Problem
Once BERK Labs audited the account, the issues became clear quickly.
Tracking was broken or incomplete. Conversion data could not be trusted. Available tools like enhanced conversion tracking were not being used properly. Campaign structure did not reflect how Foodja actually sells or how its customers buy.
But advertising was only part of the problem.
The brand itself was holding the company back.
Before working with BERK Labs, Foodja was known as The Office Express. The name did not communicate food, catering, or delivery. It sounded like an office supply company. It was generic, difficult to remember, and restrictive for future growth.
The mismatch between brand, messaging, and business reality was undermining performance before a single ad was clicked.
A Rebrand That Solved Structural Problems
The first major move was a full rebrand.
The Office Express became Foodja. The new name was simple, clear, and flexible. It immediately communicated food and worked across both B2B and potential consumer use cases.
This was not a cosmetic exercise. The rebrand gave the marketing team a foundation that made sense to customers, partners, and internal staff.
Alongside the name change, BERK Labs rebuilt Foodja’s advertising presence from scratch. Copy was rewritten. Targeting was rethought. Keywords, audiences, and creative assets were all redesigned to align with the new brand and the actual customer journey.
In total, tens of thousands of ads were rebuilt.
At the same time, BERK Labs advised on conversion rate optimization for the new website to ensure traffic had somewhere effective to land.
The impact was immediate. In the first quarter after the rebrand, Foodja recorded more than 15,800 conversions, over thirty times higher than its previous quarterly average.
Rebuilding Trust Through Transparency
One of the most damaging discoveries was ownership.
Foodja’s previous agency owned the ad account and the data. Foodja could not see everything, could not verify performance independently, and could not easily take control if needed.
BERK Labs reversed that model completely.
Foodja was given full access to its accounts and dashboards at all times. Google Tag Manager was implemented to properly track conversions and tie spend directly to outcomes. There were no black boxes and no hidden levers.
Just as importantly, BERK Labs trained Foodja’s internal staff on how the campaigns worked. The goal was not permanent dependency. It was shared understanding.
This shift alone restored confidence. Marketing stopped feeling like a gamble and started behaving like an operational system.
Fixing CPA by Fixing Structure
With clean data in place, BERK Labs focused on the core performance issue.
High CPA was not caused by demand. It was caused by inefficient structure and poor attribution.
Foodja is a location-based business, so Google Maps campaigns were introduced to capture intent driven local searches. This alone improved lead quality significantly.
The team also addressed partner complexity. Foodja works with more than 3,200 restaurant partners, many of which have co-promotion agreements. Previously, this ecosystem was not being tracked or managed properly.
BERK Labs segmented partners into six tiers based on investment level and promotional alignment. Campaigns and budgets were then structured to match those tiers.
This allowed precise allocation of spend, clearer reporting for reciprocal partnerships, and better internal decision-making.
Marketing finally reflected how the business actually operates.
Applying a B2B-Specific Playbook
Foodja’s growth depends on selling into organizations, not individual impulse buyers. BERK Labs applied its B2B framework across the account.
Targeting focused on account-based marketing principles using uploaded audience lists and ideal client profiles. Creative emphasized lead form extensions to drive demo bookings rather than low intent clicks.
Attribution went beyond surface level metrics. CRM data and lifecycle stages were tied back into campaign reporting. Call forwarding software captured phone conversions that had previously been invisible.
This gave Foodja a complete picture of what was working and why.
Standing Out With Technical Creativity
To compete visually, BERK Labs developed animated HTML5 display ads for Google’s Display Network.
These ads functioned like lightweight mini apps. They were interactive, responsive, and fast loading. Compared to static ads, they delivered higher click-through rates and stronger brand recall.
The creative process was disciplined. Briefs defined audience and goals. Mood boards established visual direction. Copy and design went through multiple review cycles before launch.
This approach allowed Foodja to stand out against much larger competitors without overspending.
Results That Changed the Business
When Foodja began working with BERK Labs, CPA sat around $200. After the rebrand and full account rebuild, CPA dropped to $4. That is a 98 percent reduction.
Impressions reached 12.9 million, more than triple what Foodja achieved in the previous five years combined. Conversions grew from 2,300 to 61,400, generating $1.8 million in value.
Behind the scenes, BERK Labs made over 94,000 optimizations across keywords, targeting, and bidding.
More importantly, Foodja gained clarity.
They could see that ads drove new clients. Retention improved. Existing customers ordered more frequently. With confidence restored, Foodja quadrupled its ad spend.
What This Case Really Proves
Foodja’s turnaround was not driven by a single tactic. It came from aligning brand, structure, data, and ownership.
BERK Labs did not just lower CPA. They rebuilt trust, created transparency, and gave Foodja control over its growth engine.
For B2B companies under pressure to perform, this case shows what happens when marketing is treated as an operational system rather than a black box.
That difference changes everything.
