Set the operating assumptions
Record the number of available trucks and operating hours, not just vehicles owned. Define completed jobs consistently and note service mix. Gather relevant duration, distance and contribution evidence where available. The operator determines feasible workload and safe operation; a marketing ratio cannot do that.
A worked example
Fictional days: one truck completes four short jobs taking four total hours; another completes two longer jobs taking eight total hours. Jobs per truck is four versus two, but the second day uses more recorded time. If contribution and costs differ, the higher count may not represent the stronger economic result either.
Set a decision boundary
Pair counts with available hours, actual job duration, declined suitable requests and the business’s stated contribution model. Keep unknown time records visible. Compare similar services and periods rather than ranking staff or equipment using incomparable work. Avoid extrapolating a single busy day into a guaranteed monthly capacity.
Check whether it worked
Review whether the metric supports the decision being made. For advertising planning, the key question may be when additional suitable work can be accepted, not maximizing a daily count. If the ratio changes, inspect availability and service mix first. Document the context so future reports do not misread a deliberate shift toward different work.
Put it to work
A record you can use
- Available trucks and hours
- Completed-job definition
- Service mix and duration
- Capacity declines and contribution evidence
- Decision the metric supports
Plain text. No email required. Store completed records in your approved business systems.
Next useful step
Need help applying this to your marketing? A strategy call starts with your business and the evidence you have.
Talk through your next step →For a general editorial question, email Chris. Please leave out customer details. Questions are private, and no response time is promised.