Business Diagnosis Questionnaire

Business Diagnosis Questionnaire
The report provides an overview and insight into the business and details the information that was obtained during the business diagnosis process which was conducted by our company
Business Owner Name
First NameLast Name
Company Name
INSTRUCTIONS
- Complete all questions in the section relevant to you
- Note all questions/areas that are for marked for "internal use", and not to posed to the interviewee/s
Business Owner E-mail
example@example.com
Date
MonthDayYear
Time
Hour Minutes
AM/PM Option
Names and titles of other attendees
COMPANY OWNERSHIP: (black ownership %, founder/s, co-owners %)
COMPANY BACKGROUND
WHEN DID THE BUSINESS START OPERATING?
COMPANY OVERVIEW
WHAT IS THE COMPANY'S VISION?
GEOGRAPHIC AREAS OF OPERATION: head office base, other areas with offices/presence
WHAT ARE THE COMPANY'S OBJECTIVES?
WHAT IS THE COMPANY'S MOTTO?
WHAT ARE THE COMPANY'S MAIN SERVICES?
SUMMARY (FOR INTERNAL USE)
ANY KEY AREAS OF DEVELOPMENT IDENTIFIED? (FOR INTERNAL USE)
COMPANY PERFORMANCE
WHAT ARE SOME OF THE COMPANY'S CURRENT GOALS?
SALES: AVERAGE GROWTH %: (FOR INTERNAL USE)
SUMMARY OF OVERALL: sales, profit margin, projected future projects: (FOR INTERNAL USE)
SALES: INCREASE OR DECREASE?: (FOR INTERNAL USE)
FORECAST IN COMPANY'S PROFIT MARGIN: (FOR INTERNAL USE)
COMPANY OVERVIEW
PROFIT MARGIN (increase or decline?): (FOR INTERNAL USE)
WHAT IS THE COMPANY'S LATEST ANNUAL TURNOVER?
AT WHAT BUSINESS PHASE IS THE COMPANY? (decline or rebirth): (FOR INTERNAL USE)
WHAT IS THE COMPANY'S AVERAGE REVENUE GROWTH?
WHAT WAS THE COMPANY'S REVENUE GROWTH IN THE PREVIOUS FINANCIAL YEARS? (3 years)
SUMMARY (FOR INTERNAL USE)
ANY KEY AREAS OF DEVELOPMENT IDENTIFIED? (FOR INTERNAL USE)
IS THERE ANY LEGISLATION OR INDUSTRY COMPLIANCE THAT THE COMPANY HAS TO ADHERE TO?
ENTREPRENEUR BACKGROUND
HOW DID THE BUSINESS NAME COME ABOUT?
WHAT IS THE ENTREPRENEUR'S BACKGROUND AND EXPERIENCE IN THE INDUSTRY? (number of years in the industry, affiliation to industry bodies, understanding of the industry and desire to grow in the industry)
WHAT IS THE ENTREPRENEUR'S EXPERIENCE IN BUSINESS? (number of years in business, exposure to professional business environment, exposure to other business ventures)
WHAT IS THE ENTREPRENEUR'S EDUCATIONAL BACKGROUND?
ENTREPRENEUR OVERVIEW
WHAT DROVE THE ENTREPRENEUR TO START THE BUSINESS?
WHAT IS THE ENTREPRENEUR'S TITLE AND WHAT ROLE DO THEY PLAY IN THE BUSINESS?
WHAT ARE THE ENTREPRENEUR'S STRENGTHS?
DIRECTOR/S BACKGROUND: educational, business and industry experience
WHAT ARE SOME OF THE CHALLENGES IN RUNNING THE BUSINESS?
WHAT ARE THE DIRECTOR/S STRENGTHS?
WHAT ARE THE DIRECTOR/S WEAKNESSES?
WHAT ATTRIBUTES DOES THE DIRECTOR/S BRING INTO THE BUSINESS?
WHAT ARE SOME OF THE HIGHLIGHTS IN RUNNING THE BUSINESS?
RATE THE ENTREPRENEUR'S EXPERIENCE IN THE INDUSTRY (FOR INTERNAL USE)
Rows 1 2 3 4 5
Number of years in the industry
Affiliation to industry bodies
Understanding of the industry
Desire to grow in the industry
LEGEND OF EXPERIENCE (FOR INTERNAL USE)
Rows Score of 2 to 3 Score of 3 to 4 Score of 4 to 5
1 - 5 years in business
5 - 10 years in business
10 - 20 years in business

ENTREPRENEUR'S BUSINESS MANAGEMENT SKILLS RATING (FOR INTERNAL USE)

Rows	1	2	3	4
Skills
Marketing
Leadership & people management
Financial management
Strategic planning & management
Operations management
General business management

ENTREPRENEUR ATTRIBUTES (FOR INTERNAL USE)

Rows	1	2	3	4	5
Decision making
Problem-solving
Personal drive & motivation
Commitment to the growth of the business
Personal goals aligned to the business
Discipline - they have identified key disciplines that keep them on track

RATE THE ENTREPRENEUR'S EXPERIENCE IN BUSINESS (FOR INTERNAL USE)
Rows 1 2 3 4 5
Number of years in business
Exposure to the professional business environment
Exposure to other business ventures
WHAT TITLE DOES THE OTHER DIRECTOR/S HAVE AND WHAT ROLE/S DO THEY PLAY IN THE BUSINESS?
WHAT ARE THE ENTREPRENEUR'S WEAKNESSES?
WHAT ATTRIBUTES DOES THE ENTREPRENEUR BRING TO THE BUSINESS? (decision making, problem solving, personal drive & motivation, commitment to the growth of the business, personal goals aligned to the business, applying key disciplines that keep them on track?
COMPLIANCE RATING (FOR INTERNAL USE)
Rows 1 2 3 4 5
VAT
PAYE
Tax Clearance
BEE Certificate
CIPC Registered
Valid ID
WHAT ARE SOME KEY AREAS OF DEVELOPMENT IDENTIFIED? (FOR INTERNAL USE)
SUMMARY (FOR INTERNAL USE)
WHAT ARE SOME KEY AREAS OF DEVELOPMENT IDENTIFIED (FOR INTERNAL USE)
COMPLIANCE
STAFF COMPETENCE: are staff equipped and skilled for their current positions?
SUMMARY (FOR INTERNAL USE)
ANY OTHER COMMENTS REGARDING STAFF COMPLEMENT?
HUMAN RESOURCES
ANY KEY AREAS OF DEVELOPMENT IDENTIFIED? (FOR INTERNAL USE)

HR COMPLIANCE RATING (FOR INTERNAL USE)

Rows	1	2	3	4	5
Company recruitment and induction is professionally done
All staff have detailed job descriptions and associated performance contracts
HR related policies and procedures are understood by and communicated with staff
Staff members in possession of South African identity document
Staff members registered for: UIF, SDL, DOL

STAFF COMPETENCE RATING (FOR INTERNAL USE)

Rows	1	2	3	4	5
Staff members have the relevant skills to execute their role/s
Key roles are occupied by people with the relevant experience and skills
The management team is happy with the performance of their staff members
The business owner has the relevant skills to execute her/his role of "General Manager"

STAFF DEVELOPMENT RATING (FOR INTERNAL USE)

Rows	1	2	3	4	5
Staff members are continuously up-skilled
Staff members are growing in their area/s of competence
There is a culture of learning and development among all staff
There is a staff development plan in place

PERFORMANCE MANAGEMENT

Rows	1	2	3	4	5
Company has a performance management system in place
Action is taken when performance is inadequate
There is a formal process of dealing with non-performance
There are rewards and incentives for performance

STAFF RETENTION RATING (FOR INTERNAL USE)
Rows 1 2 3 4 5
The company is able to keep key performing staff members
There is a staff retention strategy in place
WHAT IS THE TOTAL NUMBER OF STAFF IN THE COMPANY?
HOW MANY STAFF MEMBERS ARE IN THE HEAD OFFICE?
DOES THE COMPANY HAVE ANY TEMPORARY STAFF?
COMPLIANCE: what are some of the industry-related qualifications that the staff should comply with (if any)?
STAFF DEVELOPMENT: what are the staff development activities or plans?
STAFF RETENTION: what is the rate of staff retention, does the business have a high staff turnover, if so, why?

SALES RATINGS (FOR INTERNAL USE)

Rows	1	2	3	4	5
Sales strategy documented & reviewed
Sales targets set
Sales targets met
Human resource dedicated to sales
Sales staff performance
Sales staff performance reviewed and rewarded
Customer sales experience is understood and reviewed
Sales process is well defined
Sales efforts are well supported
Customer loyalty is understood and rewarded
Pricing strategy

MARKETING RATINGS (FOR INTERNAL USE)

Rows	1	2	3	4	5
Company has a marketing strategy / plan and is implementing it
Alignment of business activities with sales targets
Customer research and service review undertaken
Customers have clearly identified and defined the business's unique selling point or competitive advantage
USP comes through strongly in all company marketing material
USP is something that, were it to be removed, would critically impact on the business
Human resource dedicated to marketing the business
Branding of the business
Clear target market segment
Understanding of competitors

CLIENT RETENTION RATINGS (FOR INTERNAL USE)
Rows 1 2 3 4 5
Customer retention strategy
Client satisfaction feedback
Ability to retain clients
PERFORMANCE MANAGEMENT:does the business conduct structured performance management for staff?
SUMMARY (FOR INTERNAL USE)

CLIENT 2

Rows	1	2	3	4	5
Level of professionalism
Interaction with owner/supervisor
Quality of service
Turnaround time: dealing with queries or complaints
Client relations

CLIENT 3

Rows	1	2	3	4	5
Level of professionalism
Interaction with owner/supervisor
Quality of service
Turnaround time: dealing with queries or complaints
Client relations

GROWTH IN THE MARKET
3. TESTIMONIAL
SALES: is there a dedicated sales resource, is there a sales pipeline, how does the company sell to potential clients?
MARKETING: is there a dedicated marketing resource/plan/process followed, how does the company market its services to potential clients?
CLIENT RETENTION: what is the business's repeat business like?
WHAT ARE SOME KEY DEVELOPMENT AREAS IDENTIFIED? (FOR INTERNAL USE)
SUMMARY (FOR INTERNAL USE)
ANY KEY DEVELOPMENT AREAS IDENTIFIED? (FOR INTERNAL USE)

SYSTEMS AND PROCESSES RATINGS (FOR INTERNAL USE)

Rows	1	2	3	4	5
All key company processes have been identified, understood and recorded
Staff continuously review and receive training on company systems and processes
The business (processes) is (are) built around the needs of the customer

STRUCTURAL CAPABILITY RATINGS (FOR INTERNAL USE)

Rows	1	2	3	4	5
Existence of systems & processes in the business
Existence of relevant resources to support the financial and strategic growth
The owner of the business shifting into more of a strategic rather than operational role

DO THE DIRECTORS OF THE COMPANY HAVE A CLEAR UNDERSTANDING OF THE DIRECTION THE BUSINESS IS GOING IN?
SERVICE DELIVERY: FEEDBACK FROM CLIENTS

CLIENT 1

Rows	1	2	3	4	5
Level of professionalism
Interaction with owner/supervisor
Quality of service
Turnaround time: dealing with queries or complaints
Client relations

SERVICE DELIVERY: CLIENT TESTIMONIALS
1. TESTIMONIAL

STRATEGIC OUTLOOK RATINGS (FOR INTERNAL USE)

Rows	1	2	3	4	5
Strategic plan in place
Regular review of strategic plan
Long-term plan in place
Alignment of strategic objectives with operational activities

2. TESTIMONIAL
TAKING FROM THE SCORES OF ALL THE ELEMENTS, PLACE THE RATED AREAS IN ORDER OF HIGHEST PRIORITY TO LOWER PRIORITY (FOR INTERNAL USE)
STRUCTURAL CAPABILITY
DOES THE BUSINESS HAVE EXISTING SYSTEMS, POLICIES AND PROCESSES THAT IT UTILIZES?
DOES THE BUSINESS HAVE RELEVANT RESOURCES TO SUPPORT ITS FINANCIAL AND STRATEGIC GROWTH?
IS THERE A PLAN FOR THE BUSINESS OWNER TO SHIFT INTO A MORE STRATEGIC RATHER THAN OPERATIONAL ROLE
SUMMARY (FOR INTERNAL USE)
ANY KEY AREAS OF DEVELOPMENT IDENTIFIED?
STRATEGIC OUTLOOK
DOES THE BUSINESS HAVE A STRATEGIC PLAN IN PLACE?
IS THE STRATEGIC PLAN REVIEWED REGULARLY?
DESCRIBE THE BUSINESS'S CLIENT BASE
DOES THE BUSINESS HAVE ALONG TERM PLAN IN PLACE: that might not be formerly written down?
WHAT IS THE BUSINESS'S LIQUIDITY RATIO?: year 1, year 2 and year 3
DOES THE BUSINESS HAVE SALES TARGETS FOR THE YEAR?
DOES THE BUSINESS HAVE SALES PROJECTIONS FOR THE YEAR?
SUMMARY (FOR INTERNAL USE)
ARE THE BUSINESS'S STRATEGIC OBJECTIVES ALIGNED WITH ITS OPERATIONAL ACTIVITIES?
ANY KEY AREAS OF DEVELOPMENT IDENTIFIED? (FOR INTERNAL USE)
SUMMARY (FOR INTERNAL USE)
KEY GAPS IDENTIFIED
HIGH PRIORITY AREAS
MEDIUM PRIORITY AREAS
LOW PRIORITY AREAS
SUPPLIER INTEGRATION READINESS
SUPPLIER INTEGRATION READINESS (FOR INTERNAL USE)
SUMMARY (FOR INTERNAL USE)

Rows	1	2	3	4	5
Bookkeeping process in place
Financial system in place
Monthly management accounts generated
Annual Financial Statements available
Entrepreneur/s earns consistent salary from the business
Monthly obligations met on time
Monthly cash inflow greater than cash outflow
Cash reserves: availability of funds should clients not pay on time
Operational budgets in place

Rows	1	2	3	4	5
All applicable costs are factored into the cost of all services offered
Price setting strategy draws closely from company costing calculations
There is a target profit margin for each sales transaction
Business has experienced revenue growth in the past 2-3 years
Business has consistent income: fixed client contracts

Rows	1	2	3	4	5
Number of years in the industry
Affiliation to industry bodies
Understanding of the industry
Desire to grow in the industry

Rows	Score of 2 to 3	Score of 3 to 4	Score of 4 to 5
1 - 5 years in business
5 - 10 years in business
10 - 20 years in business

Rows	1	2	3	4	5
Number of years in business
Exposure to the professional business environment
Exposure to other business ventures

Rows	1	2	3	4	5
The company is able to keep key performing staff members
There is a staff retention strategy in place

Rows	1	2	3	4	5
Customer retention strategy
Client satisfaction feedback
Ability to retain clients

Rows	1	2	3	4	5
VAT
PAYE
Tax Clearance
BEE Certificate
CIPC Registered
Valid ID

Business Diagnosis Questionnaire

TAKING FROM THE SCORES OF ALL THE ELEMENTS, PLACE THE RATED AREAS IN ORDER OF HIGHEST PRIORITY TO LOWER PRIORITY (FOR INTERNAL USE)