PROFITABILITY, SCALABILITY AND SALABILITY ASSESSMENT

PROFITABILITY, SCALABILITY, and SALABILITY ASSESSMENT

Find opportunities to improve your business performance in 8 key areas.
When your business isn’t performing the way it should, the first step is to identify issues which may be holding you back. This assessment is an in depth examination of 8 key areas in your business you have to get right. Once the assessment identifies your business issues, you have the information you need to start to make a roadmap for improvement.

We would be happy to discuss your results with you, as well as what steps you might take to improve your business situation. See the “Talk to John” button at the end of the assessment.

Please allow 15-20 minutes to complete this in depth assessment.

VISION & PLANNING

Clarifying your vision, direction and strategy.

The business owner/leadership of the company have a clearly defined and articulated vision of what they want the business to be in 3/5/10 years, have defined and agreed upon their core competencies and values, and have a clear direction for the business based on these perspectives.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

The business owner's/leadership's vision for the business has been shared with the organization, consistently reinforced to the organization with frequent communication and decisions made at all levels of the organization reflect this.*

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The company has a written operational business plan that sets forth the direction, objectives, strategies and activities for the year, and the objectives have been shared with the organization with consistent updates.*

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The business plan is a live document that is being used to drive business objectives, decisions and priorities, and the plan reviewed, analyzed and updated at least quarterly.*

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Quarterly management planning sessions are conducted to review progress against plan and 3 quarterly priorities, 3 new quarterly priorities have been established and the organization is aligned with company objectives.*

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Decision making is always done in an objective way based on facts and metrics, and supports company objectives and direction.*

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The business owner/leadership have clear lines of authority and responsibility, with measurements for performance that keep everyone accountable and they are being held to those accountabilities.*

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The business owner has a clearly defined exit or transition plan and has identified resources to accomplish this.*

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The company is not dependent on a single supplier for more than 20% of sales.*

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Answer

The company is not dependent on a single customer or source of business for more that 20% of sales.*

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Answer

Result: VISION & PLANNING
Result: VISION num
Result: VISION text
VISION:LOW
You’re not sure where your business is going to be next month, nonetheless five years from now, and you’re not even sure where you WANT it to be. It feels like the business changes project by project, client by client, like a feather in the wind. You get excited about your business goals and lofty ideas, but they seem to change a lot, and you have a hard time putting a strategy in place and making a plan. And since you’re not sure what your vision is, your team members aren’t sure what’s going on either. You and your team say “yes” to everything, and then you realize too late that you have a roster of customers who are a poor fit, or worse, you have one client taking up 20 percent or more of your revenue.
VISION:MED
You find yourself excited about vision and goals, but these seem to change all the time. Some things still need to be ironed out, and you’re not sure which path to take. You try your best to communicate this to your team members, and you hope they’ll stay aboard through all these growth spurts and changes. While you’ve developed some kind of business plan, you still need some clarity when it comes to direction, objectives, strategies, and activities. You know where you want to be in 5 years, but you’re not sure how to get there. It’s time to start planning quarterly management planning sessions. It’s time to gather data, so you can inform your decisions as you head into the future.
VISION:HI
You have crystal-clear vision, and you’re pretty sure you know where you’ll be in 10 years. So does your team: you keep them up to date on the big picture every couple months or so, and they typically have some things to add to your business plan that informs direction, objectives, and activities for the year. You are on a roll. You are a quick, strong decision maker, who bases decisions in facts and metrics. You’ve developed a diverse portfolio of suppliers and customers, and things are looking good. You’re excited to see what the future brings.

CONTROL

Measuring and gaining control of profits, performance and cash.

The company has high quality bookkeeping, CPA and other financial support for the business that consistently delivers accurate and usable financial information by the 10th of the following month, and tax planning early in the year and throughout the year.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
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The company leadership formally reviews well prepared and timely Scorecard and financial reports on a monthly basis, understands the financial information and knows how to use it to manage the business.*

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Key performance metrics have been clearly identified to all members of the organization and are clearly understood by those responsible for delivering them, a system for measuring them and sharing them is in place, and all are managed to them.*

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The company has budgets for revenue, profit margins, fixed expenses and other key metrics, and budget variances are reviewed, analyzed and managed on an ongoing basis.*

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The company has an ongoing cash flow budgeting process that always provides adequate visibility for future cash needs, and adequate cash is always available for short-term objectives and emergencies. The company is not using a line of credit to pay for ongoing operating deficits.*

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The company has a Scorecard/Dashboard that provides all Actual v Plan financial, operational and sales metrics in one place with added chart and graph visual displays.*

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The company’s Gross Profit and Operating Profit is good and consistently improving, and profitability is not be an issue for the business owner/leadership.*

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All Accounts Receivable are being collected per customer payment policy, the average collection time is less than 125% of policy and there are no receivables greater than 90 days.*

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Fixed expenses as a percent of sales are declining and have been for the last 24 months, and a cost management process is in place.*

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The company leadership has a clear understanding of the value drivers for the business and is working to improve the value of the business.*

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Result: CONTROL
Result: CONTROL num
Result: CONTROL text
CONTROL:LOW
When it comes to profits, performance, and cash, you feel like you have no control. Just the simple act of logging into your business checking account gets your heart thumping (if you have a business checking account at all!) Your cash flow issues make you feel like you’re constantly on the verge of going broke, and there’s no sense of improvement. You’re lacking financial support in the form of a CPA, bookkeeper, and accountant. You have a rudimentary understanding of your monthly finances. (Hey, maybe you’re not a numbers guy or gal, but you’re tired of this stuff feeling so scary!) You’re not sure what your customer experience is, and you feel powerless when it comes to improving the value of your company. It’s time for clarity.
CONTROL:MED
You invest in bookkeeping, but you’re not sure what to do with the information your bookkeepers and CPAs provide. You work with tax professionals, but the process still feels confusing to you. Performance metrics are outlined but not typically hit, and even with a budget, cash flow still feels like a roller coaster. You don’t get a sense that profits are constantly improving, and you’d like more clarity. You’d like to improve the value of your business, but you know things will be touch and go until you can set real goals and actually meet them.
CONTROL:HI
You know you can’t do everything yourself. You’ve hired high-quality bookkeeping, CPAs, and other financial supporters who deliver you consistent, accurate, and usable financial information. You plan for taxes early and often, and you have a crystal-clear outlook on your financial future. Key performance metrics are clearly defined and understood by all members of the organization, and your realistic budget makes cash flow readily available. You’re never far off from your goals, and your gross profit is constantly improving. Great work.

TEAM

Building a high performance team that creates great results.

Each team member understands what is expected of them, they have the training and tools to do their job, their performance is measured and they receive regularly scheduled feedback and evaluation.*

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There are defined and written service levels and standards in all areas of the organization that are measured, and variances are known and managed. The team does very high quality work with very few problems in any area, and any problems are corrected immediately.*

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The company has processes outlined for each area and task in the business, and there are process flows that create smooth interfaces between departments fostering cooperation and eliminating friction.*

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There are clear lines decision authority and accountability in each area of the business, and decisions are pushed down to the lowest level in the organization practical. The team is trained, empowered and expected to make basic operating decisions.*

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The team and leadership are regularly evaluated and ranked, and the team is comprised of the right people doing the right jobs. Top performers are developed to take on added responsibilities and promotions. As well, there are no weak links on the team. Any weak links identified are managed up or out.*

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Team members who deliver very high levels of quality and service are publicly recognized and rewarded in a way that makes a statement about their importance. Key leaders have quality and service as components of their compensation packages.*

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The team is expected to, and knows how to, communicate everything that is getting in their way in a professional and positive manner, and leaders listen accordingly. As well, there is a conflict resolution procedure in place to resolve problems quickly with finality.*

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The team is constantly trained and upgraded to improve technical, management and organizational skills so that the team is always getting better.*

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Every project or activity has a deadline, promised completion date or defined outcome, and everyone manages their activities accordingly. There is accountability for all deliverables and there are no nebulous activities.*

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The company is consistently recruiting and looking for new employees that will enhance the performance of the organization, and there are replacements identified in all areas of the company before they are needed.*

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Result: TEAM
Result: TEAM num
Result: TEAM text
TEAM:LOW
You might not be the best at letting your team members know what EXACTLY is required of them, and you go back and forth between micromanaging and letting them fly blind. Your team receives limited training, limited tools, with no feedback or evaluations on their work. No wonder you keep struggling with subpar, error-laden work. Sometimes work doesn’t even get done because team members aren’t empowered to make basic operating decisions. You get a sense that your team doesn’t particularly enjoy the work they do, and they don’t take much pride in their work. When someone DOES do high-quality work, everyone is so busy putting out fires that their work is never recognized or rewarded. It’s time to empower your team.
TEAM:MED
You’re proud of your team’s high-quality work, but maybe you’re not always the best at showing your appreciation. Your team doesn’t receive regular feedback or evaluations. The same questions seem to pop up, which makes you wonder, “isn’t there a clearly outlined process for this?” (Hint: there probably isn’t, but there needs to be. And if there is, it might need improvement.) You wish you could leave your team to run the business without you, but no one is empowered to make basic operating decisions. As the business owner, you see great skills in your team, but you’re not sure how to foster those skills and retain talent for the long haul.
TEAM:HI
You’re proud of your team. Everyone understands what’s expected of them, and have the skills and training to do their jobs well. Team members provide high-quality, error-free work, and everyone receives regular feedback, celebrations, and evaluations. Everyone on the team has a sense of pride in their work. Everyone feels like they’re in the right job for them, and you can trust that your team can run the business without constant handholding. But that doesn’t mean the company isn’t always looking for high-performers to join the team! You’re always willing to grow and expand.

GROWTH

Creating controlled, sustainable growth and scalability.

The company leadership has identified key target niches/markets, and understands the company’s unique value proposition and the value they bring to their clients from their clients' point of view.*

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The business owner/leadership has determined the ideal product/service features and benefits that uniquely meet the needs of the company’s target markets in a way that they value.*

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The company has a dynamic marketing plan in place that creates a brand identity and an engaging message that reflects its value in the marketplace, a pricing model that supports sustainable growth and profitability, and a marketplace and online presence that is optimal to increase revenue.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
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The company regularly meets with key customers to identify new opportunities and has an established process to continuously add value to products/services and to turn newly identified opportunities into profitable products/services that wow customers because they are not available anywhere else.*

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Customer service and product/service quality are outstanding from the client's point of view and robustly support client retention and acquisition.*

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As part of the Marketing and Sales Plan, profitability will be measured and managed by customer, by job and/or by product/service as appropriate and practical.*

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The sales team has only motivated and talented sales people, and there is no dead weight on the sales team.*

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Each member of the sales team has a business plan that has defined activities to produce defined results, progress against plan is measured, and less than planned results are anlayzed and corrected immediately.*

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The sales team is trained and supported to create success, uses a defined sales system and CRM, and sales compensation is adequate and structured in such a way that incentivizes the right behavior and results.*

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Everyone in the organization supports sales efforts and knows their jobs don't exist without sales.*

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Result: GROWTH
Result: GROWTH num
Result: GROWTH text
GROWTH:LOW
You’re so cash hungry that you’ll take on ANY new customer, regardless of fit or budget. You struggle to define a target market, and you’re not sure what sets you apart from competitors. You have little to no brand identity, sales, or marketing. You rely solely on “word of mouth”, and more often than not, the pipeline dries up. You’re mired in cash flow issues and stagnant growth. (If you can call it growth at all.) It’s time to run things like a real business!
GROWTH:MED
You have an idea of your niche and target market, but you’re still sliding around a bit. You have a hard time following through on your value proposition. You’re not sure if your product or service has real value, which makes you worried about being a fraud. You’ve dabbled in marketing, but your online presence is inconsistent. Your brand identity keeps shifting. Your sales team is still figuring things out, and new opportunities are hard to come by.
GROWTH:HI
New opportunities seem to always fall in your lap, and you’re ready for them. You understand your niche, you know your target market, and you know the value you bring to your customers. Your compelling marketing and sales plan mean that you have a strong brand identity and an engaging message. You enjoy sustainable growth and profitability. Excellent customer service means you have low customer turnover, and happy customers tell their friends.

OPERATIONS

Delivering operational excellence for a great client experience.

The company is structured in a way that processes work seamlessly between areas of the company, there are no competing departments or finger pointing, and interdepartmental friction is recognized and solved quickly.*

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Operations in all areas of the company are fully computerized and integrated between areas of the company to facilitate seamless operational flow.*

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There is a documented process flow for each area of the company, they are understood by those responsible for each operation and unauthorized variances from established processes is not tolerated.*

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There are objective quality standards for all levels of the organization which are measured and managed to, and any unfavorable variances to these standards are investigated for cause and fixed quickly.*

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The business owner/leadership is committed to continuous improvement, there are continuous improvement initiatives in all areas of the company, and there are improvement goals that are measured and managed.*

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Employees in all areas of the company have the equipment and tools they need to be successful. There are no areas of the company where employees have to "make do" with inadequate tools or equipment.*

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The company has objective customer satisfaction goals that are measured, targets are consistently managed to, any customer loss is investigated for the cause, corrective action taken and the learning is shared.*

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Operational excellence and high-quality customer experience levels are measured, and are significant a part of the leadership compensation packages.*

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Every meeting has an agenda and is expected to accomplish something specific. There are no meetings that are a waste of time.*

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E-mail is managed to minimize the time necessary to deal with it and skills are taught to all levels of the organization to effectively manage e-mail in the least amount of time.*

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Answer

Result: OPERATIONS
Result: OPERATIONS num
Result: OPERATIONS text
OPERATIONS:LOW
The company feels chaotic and disorganized. Employees have to “make do” with inadequate tools, information, resources, and equipment. Since there’s no clear process for work, the business feels stagnated, and growth feels slow. You’re tired of churning out low-quality work with frequent errors, and you’re tired of high customer turnover rates. You know you can do better, but you’re not sure how to set up the business for success. It’s time to get organized, to master the business, and to set up systems so everything works as it should.
OPERATIONS:MED
You want continuous improvement for your company, but you have a hard time planning or acting on any plan or measurement. You’re lacking a clear process. In fact, the entire company is lacking process. Projects are clunky, slow, and have no sense of accountability. Quality standards aren’t always defined, and sometimes, errors slip through the cracks. You’re ready for seamless work and well-orchestrated teams, but you’re not sure where to start. You’d like your business to run smoothly, but you’re not sure how to get everyone on the same page. You’re ready to stop wasting time, but you’re not sure which tools to invest in. It’s time to get organized.
OPERATIONS:HI
Your company runs like a well-oiled machine. Everything has a defined, documented process. Operational flow is seamless. Quality standard is high. As the leader of the company, you are committed to continuous improvement, so you set goals, measure progress, and celebrate results. All team members perform their jobs with ease, having all the resources and equipment they need to do their jobs well. This sense of ease extends to your customers as well, who enjoy high customer satisfaction and excellent service.

LEADERSHIP

Leading a positive culture and managing for results.

The business owner/leadership of the company foster a culture of respect and purpose, align the team with the company's vision and values, and lead by example.*

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There is an environment and culture in place that supports team member aspirations and career growth, team member development is a priority, and team member successes are celebrated. The team is engaged and happy to work for the company.*

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Conflicts among team members or areas are quickly identified and corrected, and the culture is engaged, positive and cooperative. *

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There is adequate leadership talent within the company to drive the desired results, grow the business and develop the team, and there is ongoing recruiting to find new leadership talent.*

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The business owner/leadership of the company set clear expectations for the team, train them well, hold team members accountable and do not micro-manage the team.*

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The business owner/leadership know that their highest value activities are key to achieve company objectives, develop business, develop the team, and to delegate low value activities to concentrate on high value activities.*

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Answer

Effective use of time to do only high value activities is a skill that is trained and coached at all levels of the organization, and high value activities are time blocked in the business owner/leadership calendars as appointments*

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There is an understanding of the difference between urgent activities and important activities, and adequate time is set aside for important activities and projects that move the company forward.*

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The business owner/leadership have time to think and plan on a daily basis, and the leadership of the company are rarely in crisis mode or putting out fires.*

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The business owner/CEO has created a leadership team and management plan that is strong enough to run the business effectively without daily (or even weekly or monthly) input from him/her.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
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Result: LEADERSHIP
Result: LEADERSHIP num
Result: LEADERSHIP text
LEADERSHIP:LOW
Morale is low. You’ve struggled to develop a culture of respect and purpose. In fact, sometimes you feel like your team members wouldn’t even care if the company succeeded or failed. Team members are disengaged and often frustrated. Sometimes you wonder if you have what it takes to get the results you need from your business, and you rarely feel confident in your decisions. But the truth is, you don’t have enough time to think, plan, and strategize, because you’re constantly putting out fires. You wish you could trust your team to run the company in your absence, but right now that feels like too large a risk. For now, you’re chained to your desk.
LEADERSHIP:MED
You love your team, but sometimes it feels like morale could be better. You worry that your team views your company as a dead end, with no career development. You’re not sure how to harness your team’s skills and bring them to the next level. (In fact, you’re struggling to do the same for yourself!) As the business owner, you feel constant stress and burnout, but no sense of progress. You feel like you’re always having to swap between high-level, strategic planning, and putting out fires. You’re ready for consistency.
LEADERSHIP:HI
You’ve fostered an environment of growth, respect, and purpose. You lead by example. Everyone on the team feels like their aspirations are supported by the company, and high-quality work is rewarded and celebrated. Meanwhile, you can trust your team to run the business effectively, while you strategize and accomplish high-level company objectives. You are given space to think and plan, and you’re rarely in crisis-mode.

GOVERNANCE

Structure and Administration

The leadership of the company is structured to make decisions, execute the mission of the business and solve important problems effectively.*

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Answer

The company is organized under the proper entity type, all legal requirements to maintain the entity are current and accurate, and there is a business continuation plan in place to cover disasters and deaths of key leaders.*

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Answer

The company has adequate insurance to cover possible legal liabilities, disasters, key person loss and partner buyouts.*

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There is an employee handbook that clearly spells out company policies, and each team member has read it and understands it, and has signed off to that effect.*

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The management of the company has resources in place to understand and administer human resource and company policies in accordance with the law and to mitigate employee liabilities.*

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Payroll is automated and accurate, and payroll is processed by an outside service.*

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All income, sales, property or any other taxes are properly filed, paid and are current, and tax planning in place to minimize and defer tax obligations.*

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All bills and loan payments are paid on time as a matter of policy, and invoices are audited to eliminate duplicate payments.*

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There are appropriate financial checks in place to eliminate the possibility of fraud, embezzlement and theft.*

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Accounting, bookkeeping, AP and AR are current and well run, and bookkeeping and bank reconciliations are complete with financials available by the 10th of the following month*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

Result: GOVERNANCE
Result: GOVERNANCE num
Result: GOVERNANCE text
GOVERNANCE:LOW
Entity types? Legal liabilities? Company policies? Payroll? It all feels like a mess! There is no plan in place, and there is no guidebook. Maybe it’s time to write one! Right now, you feel overwhelmed when it comes to taxes, finances, bookkeeping, and insurance. This leaves your company susceptible to legal issues, fraud, embezzlement, and theft. It also leaves you unprotected in case the business loses a key person. It’s time to get organized.
GOVERNANCE:MED
You can’t remember the last time you felt confident in a business decision, and you worry that your team feels the same confusion you do. Everything from financials to company policy feels like it could be organized better. There are no processes that make work easy in this company. No wonder there are frequent fires that need to be put out, specifically when it comes to bookkeeping, financials, taxes, and accounting. You know you can’t bury your head in the sand, and that you need to take control.
GOVERNANCE:HI
Everything in the business is structed in a way that makes decisions easy, and makes the mission run smoothly. You are fully protected in the event of any legal liabilities or disasters, and the entire team has resources in place that help them understand and administer company policies. Employees and customers don’t have to worry about careless mistakes. Payroll is accurate. Taxes are properly filed and paid. Bills and loans are paid on time. Finances are solid, and everything is well-run.

EXIT

Increasing the value of the business and exiting your business with wealth.

The owner of the business has a well-defined exit strategy that is planned well in advance of any planned exit.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

The owner of the business has worked with a financial planner and knows the assets they need to meet their financial goals after exiting the business.*

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Answer

The owner of the company has met with their CPA to plan exit tax strategies.*

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Answer

The owner of the business knows the value of their business and has a had at least a preliminary valuation performed.*

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The owner of the business is executing a plan to increase the value of the business and its attractiveness to a potential buyer, or its profitability, manageability and survivability to the next generation.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

The owner of the business is not the center of decision making, operations and sales for the business, and there are excellent key personnel and management team to run the business after the owner exits.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

Key personnel have a financial interest in increasing the value of the business and have incentives to stay after the owner exits the business.*

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Answer

If there is more than one owner, there is a buy sell agreement and key person life insurance that is fully funded.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

The financials of the business are accurate and auditable for the previous 3 years such that they would pass a due diligence test.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

All legal paperwork has been retrieved and organized, including incorporation paperwork, client contracts, employment agreements, contractor agreements, lease agreements, benefits plans and any other documents the business has signed with others.*

Rows	Absolutely Not	A Little True	Somewhat True	Mostly True	Absolutely True	Not Applicable
Answer

Result: EXIT
Result: EXIT num
Result: EXIT text
EXIT:LOW
Without you, your business would grind to a halt. Forget about an exit strategy – there’s no way you’ll be able to retire at this point. It’s time to come up with an exit strategy so you can leave with wealth on your terms. It’s time to get clear on what your company is worth. It’s time to increase the value of your company so team members can gain a financial interest… and keep things thriving for generations to come.
EXIT:MED
You’re so close to retirement, you can almost taste it. But when it comes to actually leaving, you’re not sure if you’re ready. You haven’t fleshed out your exit strategy, you’re not 100% sure what your company is worth, and you feel uncomfortable walking away. Especially since you’re still the one calling most of the shots. What’s going to happen when you’re gone? In fact, you’re not sure what your personal finances are going to look like after you cut ties. You’re not sure if you have enough money to leave. It’s time to put a plan in place so you can enjoy retirement!
EXIT:HI
You’ve got your suitcases packed and your airline booked, because you’ve got your foot out the door. You have a well-defined exit strategy, you know what your company is worth, and you’re ready to walk away. Your work with your financial planner has given you the insight to know what you’re going to need for years to come, even without your business. You have a few interested buyers, and your own team is interested in keeping things running. You know your business is going to flourish for generations to come.

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PROFITABILITY, SCALABILITY, and SALABILITY ASSESSMENT

VISION & PLANNING

CONTROL

TEAM

GROWTH

OPERATIONS

LEADERSHIP

GOVERNANCE

EXIT

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