From impression to installed subscriber, on one line.
Blended CAC is fine for planning and useless for diagnosis.
A blended number hides which piece is carrying the others.
Direct mail, web, paid search and paid social roll into one number that looks acceptable right up until someone cuts the wrong thing. If paid social is subsidizing a broken direct mail program, the blend will not tell you.
Door-to-door is knowable and should be modeled honestly — base or draw, per-sale commission, vendor overrides, management overhead, materials, training — and it is only as durable as the pipeline of new RFI drops behind it. Once fresh passings dry up, reps are re-knocking more hesitant doors and the economics struggle.
Review blended monthly. Review components disaggregated quarterly. And track raw CAC separately from loaded CAC, because they answer different questions and conflating them is how budgets get defended badly.
Daily reports show yesterday. Weekly reports show last week.
In most growing operators every management conversation is about a past nobody can change. Being proactive requires either a real-time layer or a set of leading indicators leadership will act on before the lagging numbers land — lead volume, stage times, RFI-to-first-order latency, self-serve completion rate.
There is a fast diagnostic. Ask a non-sales executive how many sales the company has today. If they can find out quickly, the company is sales-first. If they can only answer for last month, it is systems-first, and reports will keep getting built without sales input.
For PE-backed operators we run a second layer: board-grade reporting with the source, period, denominator and confidence named, and modeled scenarios clearly separated from actuals.