Do not buy New Albany clicks if you can only act on the Kentucky side
The fastest way to waste a commercial real estate budget in this metro is to advertise across a state line you are not licensed to work on.
Southern Indiana sits inside the same radius as most of Jefferson County. Draw a thirty mile circle around a downtown office and you have bought Clark and Floyd Counties whether you meant to or not.
Licensing and registration requirements differ by state and are worth confirming with your broker of record and your own counsel before a single ad runs. What matters for the account is simpler: decide what you can act on, then make the targeting say so.
If you do serve both sides, do not blend them. Kentucky and Indiana inquiries deserve separate campaigns, separate landing pages and separate reporting, because the buyer, the process and the competitive set are all different.
If you serve one side, exclude the other explicitly rather than relying on a radius to do it. Radius targeting in a river metro is imprecise in exactly the direction that costs you money.
Inside the Watterson, outside the Gene Snyder and across the river are three different auctions
Account structure should follow the way inventory and buyers are actually distributed in this metro, not the way an agency template says to split things.
The urban core sells reuse, small office and street retail. The outer ring sells distribution, flex and land. Southern Indiana sells its own version of both under a different set of state rules. Three markets, three competitive sets, three cost profiles.
Put geography at the top of the structure and asset class beneath it. A single office campaign spanning downtown and the outer counties will spend on whichever half is cheaper, and cheaper is rarely the half you want.
Keep ad groups to one theme each. A group that mixes warehouse and retail queries produces one blended cost figure and no usable information.
Resist splitting further than your budget can feed. Fifteen campaigns sharing a modest monthly spend all learn slowly and none of them produce a number you can act on.
Your exclusion lists matter more than your keyword list, and two of them are maps
Most of the money in a commercial real estate account is saved rather than earned, and here half of the saving happens in geography.
Start with location exclusions. There are towns named Louisville in other states, and broad match will happily find people in all of them. Exclude the counties you cannot serve. Exclude countries entirely if you have no international investor pipeline.
Then the keyword side. Anything containing rent, apartment, house, job, hiring, salary, internship, class or course generally has no place in a brokerage account. Commercial phrases here pull residential searchers and job seekers constantly given the size of the local employment base.
Turn off search partners and the display network until the search campaigns are producing tours. Both are usually where an unreviewed account quietly loses a third of its budget.
Read the search terms report weekly for the first two months, then monthly. Exclusions are not a setup task, they are a maintenance habit.
The four in the morning click is a real requirement and your voicemail is not
Shift work is normal in this metro, so ad scheduling and answering coverage are the same decision.
A large logistics and air freight base means operations people are awake and working at hours when most brokerage offices are dark. Their searching happens then too. An overnight click that hits a voicemail box is money spent on nothing.
You have two honest options. Run ads only during hours somebody answers, or extend answering to cover the hours you run ads. Both are defensible. Running around the clock with a nine to five phone is not.
Answering coverage does not have to mean staff. A live answering service that takes the requirement and pages the on call broker is generally enough to hold the inquiry.
Bid adjustments by hour are worth setting once you have enough conversion history to see a pattern. Before that, they are guesswork wearing a decimal point.
A Bullitt County tour costs more than the click did
Cost per lead is the wrong denominator for a business where the expensive resource is a broker's afternoon.
A tour out past the ring road, or one that requires crossing the Ohio River at the wrong time of day, can consume half a working day. Price that. Then work backward to what an inquiry from that geography is worth to you.
The number to report is cost per booked tour, and eventually cost per signed agreement. Getting there means pushing the stage back from your CRM into the ad platform rather than optimizing toward form submissions.
Until that pipe exists, count by hand. A weekly tally of inquiries, qualified requirements and tours booked, by campaign, is unglamorous and completely sufficient to make budget decisions.
Watch for the campaign with the cheapest leads and the fewest tours. Every brokerage account has one and it is usually the broadest campaign in the account.
Keep spending through the January tour freeze and judge it in March
Winter changes when tours happen here without changing when requirements are formed.
Real winters mean canceled and postponed tours in January and February. Searching does not stop. Space planning, budget cycles and lease expiration math all continue while the calendar looks empty.
Cutting spend in a slow tour month and restoring it in spring produces an account that is permanently relearning. The bidding systems reset, costs rise, and you pay for the same education twice.
Set the pacing against your lease expiration and listing pipeline rather than the calendar month, and evaluate any winter month on a lag. A February click that becomes an April tour will look like waste until it does not.
One caution on measurement: a long decision cycle outlives most default attribution windows, so the platform's own reporting will understate the account. Keep your own record.
Questions we actually get
- What monthly budget does a commercial brokerage need to run search here?
- Enough to gather signal in each campaign you create, which is a structural question rather than a number we can quote for you. The practical test: if a campaign cannot produce enough inquiries in a month for you to judge it, it should not be a separate campaign yet. Most brokerage accounts here start too split rather than too small.
- Should we bid on our own firm name?
- Usually yes, and it is cheap. Owners googling you the night before a listing presentation are the highest intent traffic you have, and competitors sometimes bid on it. Keep it in its own campaign so the low costs there do not flatter your account average.
- How do we measure paid ads when a lease decision takes months?
- Stop asking the platform to tell you. Record the inquiry source at intake, follow it through your own stages, and report cost per booked tour and cost per signed agreement on a lag. Feed those stages back into the ad platform once you have enough of them to matter.
- Do we need separate ad accounts for Kentucky and Indiana?
- Separate campaigns, not separate accounts. One account keeps your shared negative lists and conversion setup in one place, while separate campaigns give each side of the river its own budget, its own landing page and its own reporting.
- Is LinkedIn worth it alongside search?
- It reaches a different person, the one who signs rather than the one researching, and it costs more per click. It is worth testing once search is producing tours and your negatives are stable. Running both from a small budget on day one usually means neither gets a fair trial.
