Marketing spend gets reported as a total and judged against a total. $3.51M, 524 contracts, $6,698 each — a number that describes nothing you can act on.
Underneath it the range runs from about $2,900 a contract to about $26,000, and the channels at the wrong end are invisible in a report that only ranks spend.
Four channels take thirty-one per cent of the plan and write twelve per cent of the book. None of them is obviously broken. They are simply expensive in a way nobody has measured.
Sixty per cent of that line is brand and coverage doing a job a contract clock cannot see, and the model refuses to claim it. The rest is arithmetic.
$1.09M running in channels producing twelve per cent of contracts. Sixty per cent is brand and coverage and is not claimed.
Four of fourteen communities running above absorption target and carrying full media weight anyway.
Eighteen per cent of paid leads already sitting in the CRM against an active or lost record before the invoice arrived.
Agency and production fees that scale with the media buy rather than with contracts written.
The rest of this model — the data sets it runs on, the cause split, the working behind the reference figure and a sample output — goes out by email. Two fields, nothing else.