Blog · Forecast and pipeline · Sports
How a sports organisation's partnerships team measures what each partner received against what they paid, from the delivery log and the contract file: delivered inventory valued at rate card against contract value, the partners under-delivered who will ask for make-goods, the partners over-delivered whose renewal should price the extra in, and the timing that puts the list in front of the team before the renewal window opens.
A partnerships team enters renewal season with the contract value and a feeling about how the year went. The partner enters it with a list of the boards that were missing and the hospitality that was short. The delivery log, valued at rate card against the contract, gives the team the same list first, and the partners who quietly got more than they paid for. This guide sets out the measure, the two lists, and the timing.
Per partner, per season to date:
Delivered value = Σ fulfilled units × rate card Contract value = fees paid for the season Delivery ratio = delivered value ÷ contract value Expected ratio = 1 ÷ (1 − package discount) Delivery gap = expected ratio − delivery ratio
Ranked by contract value, with the renewal date.
Partner identifiers only.
Σ partners' delivered units per asset per fixture ≤ asset capacity
And every contracted asset has a delivery record or an unconfirmed marker for each fixture played. Unconfirmed is counted and listed; it is the delivery process's gap, and it is the partner's argument at renewal.
Two-thirds through the season.
| Partner | Contract value | Delivered at rate card | Ratio | Expected | Gap | Renewal | List |
|---|---|---|---|---|---|---|---|
| 2207 | $1.2m | $1.05m | 88% | 133% | −45 pts | May | Under: make-goods due |
| 4471 | $400,000 | $610,000 | 153% | 125% | +28 pts | May | Over: price at renewal |
| 9034 | $250,000 | $320,000 | 128% | 125% | on plan | Aug | |
| 1187 | $800,000 | $700,000 | 88% | 100% | −12 pts | Jun | Under: check unconfirmed |
Partner 2207 has received a third less than its package should have delivered, with a third of the season left to make it up. Partner 4471 has been receiving half again what it pays for, which the renewal conversation can now say with a figure.
| Point in season | Use |
|---|---|
| One third | Unconfirmed deliveries chased; process fixed |
| Two thirds | Make-goods scheduled into remaining fixtures; renewal list prepared |
| End | Final ratio; the renewal opens with it |
Delivery not logged. Everything is assumed delivered until the partner says otherwise.
Rate card not on the inventory. Delivered value cannot be computed.
Package discount ignored. Every partner looks under-delivered against rate card.
List produced after the season. Make-goods become credits and the renewal opens on the partner's terms.
Mapped once, the contract file, the inventory master and the delivery log produce delivered value, the ratio, the gap and both lists every month. Covirage builds this from the exports as they are. The sports page describes the setup, and the inventory utilisation guide covers the fixture-level view beneath the partner ratio.
Each contracted asset has a rate card value per fixture or per season on the inventory master. The delivery log records what was fulfilled at each fixture. Delivered value is the sum of fulfilled units at rate card. Where the log has gaps, the assets with no delivery record are listed as unconfirmed rather than assumed delivered.
Delivered at rate card over contract value. Partners paying a package price receive a discount to rate card by design, so the ratio is compared to the discount the deal was struck at, which is on the contract file. A partner at 70 percent of rate card who bought at a 25 percent discount is under-delivered by five points.
At the two-thirds point of the season, so that make-goods can be fulfilled in the remaining fixtures rather than carried into next season as credit, and so that renewal conversations open with the numbers on the organisation's side.