SHIPPING ATTAINMENT. The terms shippers,
accessions, and One Navy goal all identify our real
purpose in recruiting. This is the number of enlistees we
actually send to basic training. This critical goal
originates at Bureau of Naval Personnel (BUPERS) as
mandated by Congress. Shortfalls in shipping attainment
cannot be recovered in subsequent periods.
Itineraries are developed to increase awareness of
Navy opportunities and produce enlistments. Itinerary
Data Cards, NAVCRUIT Form 1133/49, are developed
by each recruiter, reviewed by the RINC, and approved
by the ZS. They should be evaluated after every run of
the itinerary during the RINCs daily production review
(DPR) and periodically by the ZS.
Evaluating the New Itinerary
The RINC should actually run the new itinerary with
the recruiter to review stops and make recommendations.
The ZS need not run the itinerary before approving it,
but should make inquiries to evaluate its effectiveness.
The ZS should conduct training by making an annual
with each RINC.
considerations should be made whether actually running
the itinerary or reviewing the itinerary data card.
GEOGRAPHIC COMPOSITION. You should
look at the total geographic area of the recruiters
assignment. Does the itinerary cover a significant
portion of that territory? Have considerations been made
for difficulty in travel? Do weather conditions have an
impact on the itinerary? Is the itinerary rural,
metropolitan, or a combination? You want to ensure the
itinerary is viable in relation to time and distance.
TIME. The recruiter should not be spending more
than half of the entire itinerary time behind the wheel of
a car. Windshield time should be kept to a minimum to
maximize the time spent at each stopping point, where
the actual recruiting evolutions are accomplished. Look
closely at the driving time and stopping time for each
destination. Another time factor to consider is the total
time required to conduct the itinerary. Some of the most
productive itineraries are all-day trips. The recruiter
spends the entire day out in the territory being covered.
This provides enough time to adequately canvass the
area as well as conduct some interviews on the road.
FLEXIBILITY. Arrival and departure times on an
itinerary are sacred and should not change except for the
most pressing of reasons. How then do we allow time
for developing new centers of influence (COIs),
personally developed contacts (PDCs), and the
evaluation of potential target market centers? Flexibility
must be built into the itinerary. Some stopping points or
target market centers may be listed as areas instead of
specific establishments. This provides the recruiter with
built-in time to hold interviews, prospect, or get to know
the area better. The use of this flexible time should be
planned in advance of each itinerary.
MILITARY AVAILABLE. Check data from the
STEAM reports to determine percentages of the target
market covered by the itinerary. Time spent in an area
should be in direct proportion to the percentage of
military available located in that area. An area that
contains a small portion of the market may be covered
on an itinerary, but run less frequently than an area with
a greater percent of the market. Review all service
accession data to see how productive the area has been
for all services and how the Navy compares. All
segments of a recruiters territory do not necessarily need
to be covered on an itinerary. There are areas that are
best covered by phone prospecting, school visits, or
LEADS center support.
TARGET MARKET CENTERS. The next step is
to take a look at the actual stopping points on the
itinerary. Ask yourself if the stops are logically a source
of prospecting activity or leads generation. Activity
centers are locations where the recruiter can generate
new prospects, such as schools, arcades, and fast food
restaurants. Lead generation centers are locations where
the recruiter can generate leads, such as media
establishments and locations where literature and
take-one racks can be placed. Each location should be
evaluated for its probability of success, suitability, and
best time for visiting. Some target market centers have
specific times of the day when a visit can be productive.
For instance, a stop at the local burger joint at 0900
would doubtfully produce a PDCing opportunity. The
same establishment may be thriving with opportunity
during the lunch hour or after school. Encourage
recruiters to select target market centers that reflect their
personal interests. If the recruiter is an avid fisherman,
bait and tackle shops and sporting goods stores may be
excellent target market center choices. This gives the
recruiter a sense of familiarity and makes initial
conversation more comfortable.