Blog · Forecast and pipeline · Sports
The complete sponsorship delivery ratio calculation on three partners at two thirds of a season, small enough to check by hand: each partner's contracted assets and fixtures, rate card per asset per fixture, units delivered from the delivery log, delivered value at rate card, contract value, the delivery ratio, the expected ratio from the package discount, the gap in points, the unconfirmed fixtures that count as neither, the make-goods owed with a third of the season left, and the assertion that delivered units never exceed capacity, so a reader can reproduce every figure and then run it on their own contract file and delivery log.
The delivery ratio is delivered value at rate card over contract value against what the discount implied, and on three partners it can be done by hand, including the unconfirmed fixtures. This page works the rate card, the log, the ratio, the expected ratio, the gap, the make-goods and the assertion. Fixtures played: 8 of 12.
| Partner | Assets, per fixture | Rate card per fixture | Contract value, season | Package discount |
|---|---|---|---|---|
| A | LED 5 min; west board; 20 hospitality seats | $12,000 + $4,000 + $6,000 = $22,000 | $200,000 | 25% |
| B | East board; 10 seats | $5,000 + $3,000 = $8,000 | $60,000 | 20% |
| C | LED 3 min | $7,200 | $70,000 | 10% |
Full-season rate card: A $264,000; B $96,000; C $86,400.
Expected ratio, full season = 1 ÷ (1 − discount); at 8 of 12 fixtures, × 8 ÷ 12
| Partner | Full season | At 8 of 12 |
|---|---|---|
| A | 1.333 | 0.889 |
| B | 1.25 | 0.833 |
| C | 1.111 | 0.741 |
| Partner | Asset | Fixtures delivered | Fixtures unconfirmed | Fixtures not delivered |
|---|---|---|---|---|
| A | LED | 8 | 0 | 0 |
| A | West board | 4 | 2 | 2 |
| A | Hospitality | 8 | 0 | 0 |
| B | East board | 8 | 0 | 0 |
| B | Seats | 8, plus 4 extra seats at 3 fixtures | 0 | 0 |
| C | LED | 8 | 0 | 0 |
Delivered value = Σ delivered units × rate card; ratio = delivered value ÷ contract value
| Partner | Delivered value | Ratio | Expected at 8 of 12 | Gap, points | Unconfirmed at rate card |
|---|---|---|---|---|---|
| A | 8×12,000 + 4×4,000 + 8×6,000 = 96,000 + 16,000 + 48,000 = $160,000 | 80% | 89% | −9 | 2 × $4,000 = $8,000 |
| B | 8×5,000 + 8×3,000 + 12 seats × $300 = 40,000 + 24,000 + 3,600 = $67,600 | 113% | 83% | +30 | $0 |
| C | 8 × 7,200 = $57,600 | 82% | 74% | +8 | $0 |
If A's two unconfirmed board fixtures were undelivered, A's ratio is 80 percent against 89 and the gap is 9 points; if they were delivered and unlogged, 84 percent and 5 points. Both shown.
A's west board: two fixtures not delivered, two unconfirmed. Owed: two to four board fixtures, $8,000 to $16,000 at rate card, deliverable in the four remaining fixtures. That is a call to A this week, with the log.
Extra hospitality seats at three fixtures, and a board and seats package bought at 20 percent off receiving 113 percent at two thirds of the season: B is on track for about 170 percent of its fee in rate card value. The renewal conversation prices that in.
delivered units ≤ capacity per asset per fixture: west board capacity 1 per fixture, delivered 1 at each of 4. Holds. Seats: capacity 180, B's 14 at peak. Holds.
Delivery not logged. A's board assumed delivered; the partner keeps the list.
Measured against 100. B at 113 looks fine and A at 80 looks fine; the discounts say otherwise.
Unconfirmed as delivered. A's gap reads 5; at renewal A says 9.
Read after the season. A's make-goods become a credit.
The same rate card, log and expected ratio per partner, every fixture. Covirage runs it on the contract file, the inventory master and the delivery log. The renewal value guide covers the measure, and the inventory utilisation guide covers the fixture-level view beneath it.
Because a partner that bought a package at a 25 percent discount should receive 133 percent of its fee in rate card value over the season, and 89 percent at two thirds. Measured against 100, every discounted partner looks over-delivered; measured against the expected ratio, the real gap appears.
A fixture the delivery log has no record for on that asset. It is neither delivered nor undelivered; it is the delivery process's gap. It is counted separately, and the partner's ratio is shown with and without it, because at renewal the partner will treat it as undelivered.
Because make-goods can still be fulfilled in the remaining fixtures. A partner 15 points under with four fixtures left can be made whole on the pitch; the same partner after the season gets a credit and an argument.