Blog · Coverage and territory · Sports
The ten questions a club or league's commercial director puts to the partnerships, hospitality and ticketing teams, which partners were under-delivered against what they paid, which inventory sells out early and which never sells, which partners are late to renew against their own history, which hospitality seats sit empty and whose, which members look like hospitality buyers and were never asked, what is the delivery ratio against package discount, which fixtures leave the most unsold, which partners' primary contact changed, what is partner concentration by value, and what changed, each with the table from the contracts, the inventory master, the delivery log and the ticketing ledger, and the answer to send back.
A sports commercial director asks the partnerships team how the season went and hears revenue. The contract file, the delivery log, access control and the ticketing ledger hold what was delivered, used and left empty as tables. This guide is the ten questions, the tables, and the answer to send back.
| # | The question | The table | Identity | Send back |
|---|---|---|---|---|
| 1 | Which partners were under-delivered against what they paid? | Delivered value at rate card vs contract value, against the package discount | Delivered ≤ capacity | Revenue |
| 2 | Which inventory sells out early, and which never sells? | Utilisation per asset per fixture; days ahead; unsold at rate card | Same as 1 | Season totals |
| 3 | Which partners are late to renew? | Renewal timing vs own history; traits present | Expiries in one state | Days to expiry |
| 4 | Which hospitality seats sit empty, and whose? | Seats used vs held per partner per fixture; trend | Used ≤ held | Sold out as used |
| 5 | Which members look like hospitality buyers and were never asked? | Profile match against regular buyers; value at norm | Hospitality members ⊆ ticketing | A purchased prospect list |
| 6 | What is the delivery ratio? | Per partner, against expected from the discount | Same as 1 | Rate card alone |
| 7 | Which fixtures leave the most unsold? | Unsold inventory per fixture at rate card, by category | Same as 2 | Average utilisation |
| 8 | Whose primary contact changed? | Partners with a contact change in the year; contact recency | Contact log attributed | Renewal date alone |
| 9 | What is partner concentration? | Top-n share by contract value, trended; expiring | Contract values sum | Total partnership revenue |
| 10 | What changed? | The movements page | Every line cites | Narrative |
Commercial director: Who was under-delivered? Response: Partner 2207: $1.05m delivered at rate card against $1.2m paid, a package expecting 133 percent; 45 points short with a third of the season left. Table 1, row 1. Commercial director: And their renewal? Response: A month past their usual signing point; hospitality yield 38 percent and falling. Two of the three late-renewer traits present. Table 3. Commercial director: The empty seats? Response: Category C fixtures leave half the hospitality empty; 1,900 members match the buyer profile and none has been invited. Tables 4 and 5.
Three tables, one partner, one inventory problem, one list.
Season revenue as the report. Delivery unrecorded; the partner keeps the list.
Renewal measured from expiry. Everyone on time until the last month.
Hospitality sold out and empty. Unmeasured until renewal.
Prospects bought, not found. The members already in the ledger.
Covirage produces the ten tables from the contract file, the inventory master, the delivery log, access control and the ticketing ledger, with the identities checked. The sports page describes the setup, and the renewal value guide covers the first table.
Delivered against paid, at two thirds of the season, because make-goods can still be fulfilled in the remaining fixtures and the renewal opens with the numbers on the organisation's side. After the season it is a credit and an argument.
Hospitality yield does; seats used come from scans or check-in. Delivery ratio comes from the delivery log; utilisation from the sales ledger and the inventory master; renewal timing from the contract register; the prospect list from the ticketing ledger. All exports, on partner and customer identifiers.
Delivered units per asset per fixture never exceed capacity; seats used never exceed seats held; every expired agreement has a replacement, a recorded non-renewal or is listed unresolved; diary and ledger revenue reconcile. A renewal figure over agreements with unresolved expiries is sent back.