Wednesday, July 18, 2012

Sometimes 1 + 1 = 3

Cumulus General Managers reportedly build a monthly report for corporate which shows each sales rep's percentage of the month's revenue and also their percentage of total available inventory used to get there.

I love this correlation, since it could help a strong sales manager stop a problem in advance.  Is your top biller taking up so much inventory to get to their goal that they are sucking the air out of the room for all the other sales people?

Other measures it would be nice to track as well:
  • For the program director.  Is there any correlation between the number of air check sessions you do with your air personalities and their ratings?  If, the more you meet with them, the lower they go, something's seriously wrong.
  • For the music director.  What percentage of "stiffs" vs "hits" did you add?  How many songs do you end up dropping each month vs the number which end up testing very well with your listeners?
  • For the air personality.  Is there a relationship between the length of time you open the microphone and audience loss/retention data?  (PPM has made tracking this quite possible)
What other things which you routinely do might you be able to correlate with the results they achieve? 

“You can’t control what you can’t measure” - Tom De Marco

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