Toronto proved the model. August is the next decision.
One clean benchmark. One active business case. One room strategy to confirm.
Completed market
$2,070 spend · 802 intent events · $2.58 / intent · 59% sell-through · VIP sold out
Active envelope
~$17.8K remains · warmer audiences · localized creative · weekly DCV reconciliation
Room strategy
Confirm whether current August rooms stay in place or scale down. Everything else follows.
What needs confirmation
Confirm the August room strategy
Needs approvalDo the current August rooms stay in place, or do some venues scale down? This decision sets the media envelope and the rollout posture.
Confirm room status per city. If capacity holds, run the controlled demand-creation plan. If capacity shrinks, shift to sell-through protection.
Media budget can be sized to actual sellable capacity. Rollout plan locks.
Risk of pushing demand-creation spend against rooms that may scale down — wasted spend.
Confirm the August media envelope
Needs approval$25K is the revised recommended tour media budget. After Toronto (~$2.1K) and cancelled/disrupted June markets (~$5.1K sunk), approximately $17.8K remains. The decision is how much of that to release.
Start with a controlled $12K–$15K August rollout. Scale toward $15K–$17.8K only if weekly DCV sales movement supports it.
August push starts with a controlled release, not a blind spend. Scale is earned by sales response.
August launch window shortens. Less time to read weekly movement before key dates.
Confirm city priorities and launch order
Waiting on youWhich August cities lead, which follow, and in what sequence. Drives localized creative and warm-audience scheduling.
Lead with the cities closest to Toronto's profile. Stage the rest based on capacity and lead time.
Localized creative and ad scheduling can begin per city.
Creative production stalls. Warm-audience windows shrink.
Confirm the weekly DCV sales reconciliation process
Waiting on youWeekly read of city-level sales movement so media release decisions are made against real response, not assumption.
Lock a fixed weekly cadence and a single point of contact on the DCV side.
Budget scales or holds based on real sales response. No surprises.
Decisions get made on stale data. Risk of over- or under-spending per city.