ISP capabilities overview (PDF)
Read the two-page introduction to Home Front’s field-sales scope and the responsibilities to confirm for an engagement.
ISP buyer resources
Turn a fiber acquisition idea into a measurable program brief.
Use these resources to define the footprint, delivery responsibilities, costs and provider-confirmed outcome before comparing proposals. The worksheets and calculator support a scope discussion; they do not supply a benchmark or guarantee.
What is fiber take-rate?
Fiber take-rate is the share of eligible, serviceable homes with an installed subscription at a stated cutoff. Divide installed subscribers by eligible homes and multiply by 100 for a percentage. State the footprint, reporting date, existing subscriber base, and treatment of pending orders and disconnects.
Start with the decision
Choose the resource that answers the next question.
Field-sales RFP and scope worksheet
Ask each proposer to name the same deliverables, dependencies, evidence, fees and exceptions before comparing prices.
Pilot scorecard and metric definitions
Define readiness gates, denominators, reporting windows and expand, repair or stop criteria before results arrive.
National market planning and 50-state resources
Find existing state planning guides and public broadband-office sources. These resources do not establish serviceability, staffing or field coverage.
Serviceability, order quality and reporting
Review the controls that connect approved address releases, customer conversations, accepted orders and installations.
Field launch economics simulator
Model knocks, contact, order yield, fallout and cost for a defined field-sales cohort using your own assumptions.
Keep five definitions visible in every brief.
- Serviceable footprint
- The provider-approved eligible address set for the product, offer and dates in scope. Public maps and ZIP codes are research inputs, not the final eligibility decision.
- Order
- State whether the count is submitted or provider accepted. Keep expressions of interest and duplicate or replacement records identifiable.
- Installation follow-through
- Completed installations divided by the agreed eligible accepted-order cohort at a stated cutoff. Show pending and canceled records beside the rate.
- Take-rate
- Define the installed subscriber numerator and eligible footprint denominator. Keep the existing base and the modeled new acquisitions visible so a scenario does not overstate the result.
- Acquisition cost
- Reconciled program cost divided by the agreed completed outcome. Include the cost categories retained by the ISP when comparing delivery models.
Definitions must match across the ISP, field partner, digital team, fulfillment owner and finance report. A difference in channels or labels does not create a second customer.
Buyer planning tool
Compare two acquisition scenarios.
Enter your assumptions for the same eligible footprint, acquisition window and evaluation period. Baseline and coordinated scenarios are alternatives, so their orders are never added together. Results are modeled expectations and do not establish the effect of any individual channel.
Revenue assumes every expected new installation pays for the full evaluation period. Installation ramp, later churn and costs outside your inputs are excluded.
Formulas and modeling limits
- Expected completed installs = unique new orders × order-to-install rate. Fractional results are expected values, not partial real installations.
- Incremental footprint penetration = new expected installs ÷ eligible homes. Total modeled take-rate = (existing installed subscribers + new expected installs) ÷ eligible homes.
- Acquisition cost per expected install = acquisition spend ÷ expected new installs. It is undefined when no new installs are expected.
- Modeled cohort revenue = expected new installs × monthly revenue × evaluation months. Modeled contribution = revenue × contribution margin. Contribution after acquisition spend = contribution − acquisition spend.
- Modeled contribution ROI = (contribution − acquisition spend) ÷ acquisition spend. It is undefined when acquisition spend is zero. Contribution is distinct from revenue and company profit.
The model assumes every expected new installation is active and paying for the full evaluation period. It excludes installation ramp, post-install churn, discounts, nonpayment, financing, discounting and costs outside your inputs. Existing subscriber revenue is excluded; the shared existing base only affects total take-rate. Each scenario must stay within unserved eligible homes. Use a cohort that has matured through the provider’s installation window before comparing measured results. This is a planning exercise, not a quote, causal analysis or promise of results.
Calculator inputs stay in this page. The calculator does not submit or save them.
Use the model to identify what evidence you still need.
Replace assumptions with provider-confirmed figures as the program matures. Set the same eligible footprint, existing subscriber base and evaluation period for both scenarios. If order timing, customer mix, offer or installation capacity differs, record that before interpreting the comparison.
Modeled revenue is not collected revenue. Contribution is not full company profit. Compare the model with actual installations, costs, complaints and later account status before making an expansion decision. The calculator does not isolate which channel caused a change.
Bring a short brief to the scope discussion.
- Name the market and provide the approved footprint or the owner who can release it.
- Describe the current offer, network stage, installation capacity and outcome you want to assess.
- List the field, digital and follow-up work already covered, and the gaps you want a partner to review.
- Mark assumptions, required approvals and open delivery capabilities in the RFP worksheet.
- Choose the measurement window, commercial event and decision owner.
Home Front can review the proposed field-delivery scope and its dependencies. Actual authority, available staffing, timing, systems and commercial terms are confirmed for the engagement.
Are the calculator examples Home Front results or industry targets?
No. Any example is illustrative, and the results come from the values entered. Use documented figures from your own program before relying on an output for a commercial decision.
Does national planning mean Home Front operates a field team in every state?
No. The directory supports research across the United States. A proposal must confirm the actual market, provider authority, staffing, access and timing for the program.
Start with a market and a clear scope.
Share your approved footprint, current program and the outcome you want to measure. Confirm responsibilities, staffing and timing in the proposal.