What you'll be able to do
- Run tour-level measurement across N promoters' reports, three owned channels, and paid
- Read per-market cost-per-ticket against tiers instead of against feelings
- Deliver the post-tour report that gets the next budget approved before it's asked for
The short version: Tour measurement is DAS 202 M10's reconciliation discipline with a market dimension: the weekly war-room read (fast, operational) runs underneath the tour-level monthly reconciliation (spend by market and lane vs the settlement stack - N promoters' reports arriving unevenly - vs the owned channels' truth), all graded against tiers. Cost-per-ticket per market is the workhorse; tour blended MER is the verdict; the language discipline (correlated vs drove) survives the road intact. The post-tour report is three documents in one: the settlement-grade financial read, the routing debrief (M6), and the machine-growth statement - what the tour ADDED to the pools, lists, and learnings that the next tour inherits.
The stack, by cadence
- Weekly (the war room, M3): sellthrough vs curve per market, spend moves, the log. Operational speed, platform numbers acceptable - this layer steers.
- Monthly (the reconciliation): the DAS 202 M10 table with market rows: spend by market/lane · platform-reported results · the settlement stack as it arrives (promoter reports land on N schedules; the matrix's report-cadence column predicted this) · owned-channel truth (drop-page registrations and alert clickthroughs, email, smart-link click-throughs - the consistent layer from M2's doctrine) · the month's three-sentence note. This layer judges.
- Per-market close (rolling): as each date settles, its final read: cost-per-ticket vs tier expectation · curve shape archived · pool/list growth logged · the market's three sentences into the evidence stack (M6). The tour's institutional memory builds date by date, not in a panic at close.
- The attribution posture: unchanged from doctrine - the platform steers, MER judges, owned-channel clickthroughs are the cross-market constant, and "the alert drove the presale" is claimable exactly when the numbers and timestamps show it (they often do - same-hour firing makes the channels legible). Everything else stays "correlated."
›Go deeper: the post-tour report (three documents, one delivery)
Within two weeks of close: (1) The financial read - tour blended MER, per-market cost-per-ticket vs tiers, the treasury ledger's final form (M8), margin lanes vs designed deficits, the honest deltas vs plan. (2) The routing debrief (M6's format) - promotions, demotions, the underserved-market case. (3) The machine-growth statement - the DAS 203 M8 valuation lens applied to a tour: pools grown (by market), alert list size and tags, email adds, post-ID inventory expanded, learnings-doc entries - the compounding assets the next tour launches from, stated as assets. The delivery doctrine: three numbers up front (MER, average cost-per-ticket vs plan, list growth), the documents behind them, humility throughout. The report that gets next year's budget approved is the one that made this year's spend legible - the receipts doctrine's final form.
From the field
A tour team ran the full stack for the first time on a 20-date run: war room weekly, reconciliation monthly, markets closed rolling. When the label asked mid-tour "how's it going" - the question that usually triggers a scramble - the answer took ten minutes to assemble because it already existed in three layers. The post-tour report's machine-growth statement landed hardest: the tour had grown the tagged pools by more than the previous two tours combined, and the alert list's per-market density map WAS the next routing's first draft. The next tour's marketing budget was approved with one question asked. The report had answered the rest before they were questions - which is what the stack is for.
Common mistakes
- One measurement cadence (weekly-only steers forever and never judges; monthly-only judges too late to steer)
- Waiting for the full settlement stack before reading anything (it arrives on N schedules; the owned layer doesn't wait)
- Cost-per-ticket read without tiers (the experiment market "failing" against anchor math)
- Markets closed in a batch panic at tour end instead of rolling
- The machine-growth statement skipped - the tour's compounding assets delivered nowhere, the next budget conversation starting from zero
Take-home
The Tour Measurement Stack Pack - the three-cadence checklist, the monthly reconciliation table with market rows, the per-market close card, and the post-tour report template (all three documents, with the three-numbers cover).
Sources & dates
DAS 202 M10 + DAS 203 M6/M8 cross-references as cited · the stack is Darkroom practice, presented as such
Learn more
Optional extra credit. Nothing below is required for the quiz, the certificate, or the job - the full lesson is above. This is for the sickos who want more.
- DAS 202 Module 10 - the reconciliation discipline this module puts on a routing