skills/sovrano-sponsorship-analysis/proposal-workflow.md

# Offer to recommendation

1. Extract the actual offer into stable asset IDs, quantities, units and document or page locators. Separate promised rights, claimed reach, optional opportunities and your own proposed additions. Unknown quantities stay unknown. Separate rights fees, in-kind supply and activation costs.
2. Anchor the cost. Run one cohort-level `price_estimate` for the property's archetype and rights level, and read any published asks. This is the market context the offer is judged against.
3. Choose presets for supported assets or explicit rates for custom assets and researched assumptions. Presets allow a useful first what-if before any research.
4. Read `interpretation_support` and the unvalued rights. Investigate the decision-critical, least-supported assumptions within the research bound, unless the user asked for a quick or database-only answer. Use supplied evidence first. Often delivery scope or quantities matter more than a rate. Check units, period, geography, currency, deliverable scope and source applicability. Feed defensible evidence through a dated rate override or an explicit rate; keep the baseline, and keep researched changes separate from hypothetical package changes. Recalculate when inputs genuinely improve. Rates come from sources or explicit scenarios, independent of the asking fee. A ticket or advertising rate is a modelling input for that component, distinct from a sponsorship fee. When the evidence is unsuitable or research is unavailable, keep the model as it is, say so, and name what matters for the decision.
5. Where useful, compare the real offer with one or two clearly proposed packages. Hold rates and scope constant to isolate changes in rights; vary uncertain assumptions separately. Keep assumptions steady across options so the comparison stays fair. Hypothetical rights appear in the alternative package, beside the seller's promises.
6. If a database-mode valuation rests on presets, research the decisive components and submit a separate explicit-rate revision.
7. Finish the advice as one decision: the cost anchor from step 2, the component value from the calculator, the activation assumption, and the recommendation to negotiate, buy or pass. Explain the meaningful differences, the dominant assumptions, the unvalued rights and what would change the decision. The computed total ranks value under the assumptions; audience relevance, delivery risk, activation effort and strategic fit are your judgment.

When the offer leaves rights or quantities open, use a relevant stored estimate, a bounded hypothetical package or a qualitative assessment to move the decision forward. Keep assumptions explicit and ask a focused question only when the missing detail materially changes the advice.