Blog · Coverage and territory · Sports
How a sports organisation's commercial team measures utilisation of its sponsorship and hospitality inventory per fixture from the sales and delivery records: sold share, delivered share, the unsold inventory valued at rate card, and the fixture-by-fixture pattern that shows which assets sell out early and which never move.
A commercial director knows the season's sponsorship revenue and the hospitality yield. What that does not say is that the east-stand LED sold out for every fixture by August while the concourse boards were empty all season, or that a partner's contracted board was missing for three fixtures nobody logged. This guide sets out utilisation per fixture per item and the pattern across the season.
Per fixture, per item:
Sold share = units sold ÷ capacity Delivered share = units delivered ÷ units sold Unsold at rate card = (capacity − sold) × rate card
Per item, across the season: the fixtures at which it sold out, and how far ahead of the fixture.
Partner identifiers only.
Σ units sold per item per fixture ≤ capacity Σ units delivered ≤ units sold
Oversold fails the first and is a real problem before the fixture. Delivered exceeding sold fails the second and is usually a logging error.
One item, twelve home fixtures.
| Item | Capacity | Avg sold share | Fixtures sold out | Avg days ahead | Unsold at rate card |
|---|---|---|---|---|---|
| East LED, 5 min | 30 | 100% | 12 | 48 | $0 |
| Concourse boards | 24 | 21% | 0 | $410,000 | |
| Suite seats | 180 | 78% | 3 | 6 | $220,000 |
| Programme pages | 8 | 88% | 7 | 14 | $19,000 |
The LED sold out seven weeks ahead at every fixture, which is a price signal. The concourse boards never moved, which is a specification or a sales question. The suites sell out only for the three big fixtures, which is a packaging question for the other nine.
| Partner | Item | Fixtures sold | Fixtures delivered | Make-good owed |
|---|---|---|---|---|
| 2207 | West board | 12 | 9 | 3 fixtures |
A partner whose board was missing at three fixtures finds out at renewal, if the organisation has not found out first. The delivery log is where it shows, and the make-good is the conversation before the renewal one.
Delivery not logged. Sold is assumed delivered. It is not, and the partner knows.
Season totals only. The fixture-by-fixture pattern is the finding. Totals hide it.
Unsold read as lost revenue. Rate card is a ceiling. Say so.
Capacity not per fixture. A cup fixture with a different configuration has a different capacity. Carry it on the fixture.
Mapped once, the sales ledger, the inventory master and the delivery log produce utilisation per fixture and the season pattern per item, with the delivery exceptions listed. Covirage builds this from the exports as they are. The sports page describes the setup, and the asset fit guide covers the partner-level view this sits beside.
Anything with a capacity per fixture: hospitality boxes, suite seats, LED minutes, pitch-side boards, digital placements, matchday programme pages. Each has a capacity and a rate card value per fixture in the inventory master.
Sold is contracted to a partner. Delivered is confirmed as fulfilled on the day: the box was staffed, the board was up, the LED ran. A sold item not delivered is a make-good owed to the partner, and the delivery log is where it shows.
At the rate card value on the inventory master, per item per fixture, stated as rate card and not as expected revenue. It is a ceiling, and the report says so.