Fiber D2D Pilot Scorecard: A Provider Evaluation Template
Use this fiber D2D pilot scorecard to define readiness, coverage, accepted orders, completed installs, fallout, complaints, and exit criteria.
A fiber D2D pilot scorecard is a shared measurement plan for testing a field-sales partner in one defined market. It should identify the released serviceable addresses, selling period, representative days, approved offer, authoritative systems, customer safeguards, and exact event used to judge success before the first knock. During the pilot, keep unique attempted addresses, verified contacts, qualified households, submitted orders, provider-accepted orders, scheduled installations, completed installations, cancellations, complaints, and unresolved exceptions separate. Each field needs a definition, owner, data source, refresh cadence, and correction rule. This template supplies the structure but deliberately supplies no performance target: the provider must set targets from its market economics, construction status, historical funnel, installation capacity, and customer standards. The result is a controlled comparison based on provider-owned outcomes rather than a vendor's headline sales number.
Pass the readiness gates before starting the clock
A pilot is not ready because representatives are available. The contracting parties need a confirmed market, current authorization, approved identity and materials, a serviceability source, an order workflow, installation capacity, customer and complaint owners, reporting access, and written commercial terms. Mark each gate passed, blocked, or owned with a due date. Do not begin the measurement window while a required input is still described as pending.
| Readiness gate | Evidence to record | Decision owner |
|---|---|---|
| Market authority | Contracting entity, authorized channel, exact footprint, dates and exclusions | Provider or authorized channel |
| Customer promise | Approved offer, broadband label, claims, disclosures, identification and escalation | Provider compliance and sales owner |
| Systems | Serviceability, order, field, installation and reporting access tested with sample records | Named system owners |
| Fulfillment | Installation capacity, appointment flow, construction exceptions and customer communications | Provider fulfillment owner |
| Field readiness | Roster, territory assignments, program preparation and access records | Field-program owner |
| Measurement | Definitions, sources, cadence, correction rules, targets and commercial reconciliation | Joint governance owners |
Use one measurement dictionary across field, fulfillment and finance
Do not let each vendor redefine a sale. A submitted order is a field event, an accepted order is a provider-system decision, and a completed installation is a fulfillment event. If retention is part of the decision, define the observation window and account status separately. Record unique addresses so repeat visits do not inflate the opportunity base.
| Field | Definition to write into the pilot | Authoritative source |
|---|---|---|
| Released addresses | Unique eligible locations assigned during the period after documented exclusions | Provider-approved footprint plus release record |
| Attempted addresses | Unique released locations receiving at least one valid attempt | Timestamped field disposition |
| Verified contacts | Conversations with an authorized household decision maker | Field record under the approved definition |
| Qualified households | Verified contacts meeting the written customer and serviceability criteria | Qualification workflow |
| Submitted orders | Orders sent through the approved provider workflow | Field and provider order identifiers |
| Accepted orders | Submissions accepted by the provider system after eligibility and completeness checks | Provider order system |
| Completed installations | Provider-confirmed service installation events completed in the window | Provider fulfillment system |
| Retained customers | Installed accounts active after the stated observation period | Provider account system |
| Fallout | Lost outcomes labeled by stage, controlled reason and responsible queue | Shared exception record |
| Complaints | Customer issues tied to the address, representative, intake, owner and resolution | Customer-care or compliance record |
Calculate rates from visible numerators and denominators
A percentage without its counts can hide a small sample, removed records, or a changing denominator. Show both counts beside every rate and freeze the rules used for the period. When the underlying provider status changes, preserve the correction rather than silently rewriting an earlier report.
| Pilot measure | Formula | What it diagnoses |
|---|---|---|
| Territory coverage | Unique attempted addresses ÷ released addresses | Whether the authorized opportunity was actually worked |
| Contact rate | Verified contacts ÷ unique attempted addresses | Timing, access, route quality and field reach |
| Qualification rate | Qualified households ÷ verified contacts | Audience eligibility and offer fit |
| Order rate | Submitted orders ÷ qualified households | Conversation and offer conversion under the written definition |
| Acceptance rate | Provider-accepted orders ÷ submitted orders | Serviceability and order quality |
| Install completion rate | Completed installations ÷ provider-accepted orders eligible for completion | Handoff, capacity, scheduling and customer expectation |
| Complaint rate | Qualified complaints ÷ unique verified contacts | Customer experience and brand risk |
| Cost per completed install | Reconciled pilot cost ÷ completed installations | Commercial efficiency at the provider-confirmed outcome |
Review exceptions daily and the full scorecard weekly
The daily operating view should prioritize customers and orders needing action: serviceability conflicts, incomplete orders, appointments not set, installation changes, cancellations, complaints, and aging exceptions. The weekly governance view should show the entire funnel, route coverage, representative days, offer or data changes, customer issues, costs, and progress against the provider's written targets. A high order count beside low installation completion is not a win; it is a reason to inspect eligibility, expectations, order quality, scheduling, or capacity.
Name one owner and due-date rule for every open exception. If the provider and field records disagree, the agreed reconciliation owner should resolve the status from the authoritative system and preserve the reason for the correction. This makes the pilot useful even when it does not meet the target, because the parties can identify where the operating chain failed.
Set expand, repair and stop criteria before results arrive
A pilot needs a decision rule that cannot be rewritten after seeing the numbers. Expansion criteria can include minimum route coverage, enough eligible volume for interpretation, accepted-order quality, installation completion, customer-experience limits, unresolved-exception age, reporting completeness, and cost per completed outcome. Repair criteria should identify a correctable bottleneck and a short retest. Stop criteria can include missing authorization, repeated inaccurate claims, unsafe conduct, data misuse, unresolved complaints, material reporting gaps, or economics outside the provider's approved range.
Home Front does not publish universal thresholds because market density, construction status, offer, household eligibility, installation capacity, travel, season, and provider systems change the operating baseline. Write the target, observation window, exclusions, decision owner and evidence source into the pilot before launch.
Copy this evidence request into the vendor brief
Ask each shortlisted agency to return the same response: legal contracting entity; current program authorization; proposed market and dates; manager and staffed-representative plan; worker relationship; serviceability controls; training and identification; field and order systems; data ownership and export; customer opt-out and complaint process; installation-exception ownership; measurement definitions; commercial event; relevant references; and one redacted report using the same funnel.
Company-wide headcount, lifetime sales, provider logos, screenshots, testimonials, and rankings can support context, but they do not replace comparable evidence for the proposed market. A provider should validate current references directly and use its own serviceability, order, fulfillment, account, and customer-care records to judge the pilot.
How long should a fiber D2D pilot run?
There is no universal duration. The window should be long enough to work a meaningful released footprint and allow eligible orders to reach the agreed provider outcome. State the selling period and the separate installation or retention observation window before launch.
What is the best primary metric for a fiber sales agency?
Use the provider-confirmed outcome that matches the business decision, usually accepted orders, completed installations, or retained active customers. Keep upstream coverage and customer-experience measures beside it so the result can be diagnosed.
Should sales per representative be compared?
Only with a written representative-day definition, comparable territories, the same offer and eligibility rules, and enough volume. A roster count is not the same as active selling capacity.
Can this scorecard guarantee pilot performance?
No. It creates comparable definitions and decision rules; it does not supply a conversion guarantee. Market readiness, offer fit, serviceability, field execution, installation capacity, customer decisions, and provider systems affect the result.
Sources and disclosure
Sources are official public pages unless a label says otherwise. Home Front's dedicated DIRECTV and Vivint pages state the current dealer relationships. Except for a relationship confirmed on its dedicated service page, Home Front is not affiliated with or endorsed by a referenced brand.
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