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Business Diagnostic Form

Business Information, Growth Plan & SWOT
Notes
Financial Benchmarks
Positive Financial Trends & Relationships
Potential Cash Flow Enhancements
Cash Flow, Financial & Managerial Accounting Reporting
Organizational Chart
Strategic Plan: WORKING ON IT, NOT IN IT!
Potential Tax Saving Strategies & Audit Trail

{Name (First):96.3} {Name (Last):96.6}

{Company Name:93}

Business Info, Growth Plan and SWOT

Name

First Last

Company Name

Email

First and Next Steps

Online Programs in this Growth Plan

Notes on Executing Growth Plan

Strengths

Weaknesses

Opportunites

Threats

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Notes

Additional Highlights:

Additional Insights, Thoughts, Questions, Potentials Ideas, Notes & Resources: Articles, YouTube, Book Recommendations, Referrals, Other Resources

Financial Benchmarks

Develop benchmarks for sales, COGS, gross profit, wages, and operating expenses

Develop benchmarks for A/R, A/P, and inventory

Develop benchmarks for sales KPIs to hit your sales goal

Develop a budget – tie to departments, roles/job descriptions/outcomes, KPIs, wages (Org Chart)

Budgeting for Growth – Know what investments you'd need to make for sales, profit, and cash flow goals short and long term

Positive Trends and Relationships

Sales trending upward

Expenses for COGS and gross profit seem to be in line

Wages seem to be in line for profitability

Operating expenses seem to be in line

Profitability target seems to be in line

A/R collection and days seem to be in line

A/P turnover seem to be in line

Inventory turnover seems to be in line

Equipment needs seem to be not bogging down cash flow or are properly budgeted for

Debt seems to be paid down properly to not restrict cash flow and growth

Cash in checking account is trending upward

The owner(s) are able to take distributions and make estimated tax payments

Potential Cash Flow Enhancements

Accounts receivable collection, payment, and terms to increase incoming cash

Payables seem to be increasing

Purposefully decreasing inventory, or inventory on hand lower than it should be

Sales are trending downward

COGS and gross profit are trending downward or not in line with benchmark

Operating expenses are not in line with the benchmark

Wages are not in line with the benchmark

Cash flow is lower than profits and enough to note for discussion

Can you refinance?

Can you reduce debt over the next couple years?

Can you determine a way to pay yourself every month?

Potential Tax Saving Strategies & Audit Trail

Review entity status if LLC Single Member or Partnership with 50,000 - 100,000 or more in profit with an tax accountant

Review and have an audit trail

Use an envelope or app to keep receipts

Use a payout voucher for receipts that you forgot

Retain your records for the correct amount of time

Review Section 179 annually if applicable for equipment purchases

Inquire about a Cost Segregation Study

Start an HSA

Start a retirement plan

Use a tax organizer at the end of the year

Cash Flow, Financial & Managerial Accounting Reporting

See if can reduce number of checking accounts

See if you can reduce activity in checking accounts or credit cards to minimize activity

Have info by the 5th or 10th of month for financial statements – turns around financials by second or third week

Separate who writes the bills from who's doing the bank reconciliation

Have a checklist of all other managerial reports wanted daily, weekly, monthly, quarterly, and annually

Team & Organizational Chart

Create an organizational chart

Create roles, job descriptions, and KPIs for each role – tied to the budget and wages

Link organizational chart to budget – have a wage budget that reflects your organization chart today and three years from now with your three-year budget/projection

Use talent and leadership assessments to help develop your team

Refine the interview process on how to set expectations, find, attract, recruit, and keep top talent!

Have a training process to help the team succeed in roles and get the best from them

Make sure you pay the team above market to be competitive

Systems & Leverage: Document and Systemize Best Practices

Sales

Marketing

Customer Service

Hiring

Operations

Admin

Accounting and Billing

Management/Leadership

Owners

Rituals: Annually and Quarterly: For the Owner, Leadership Team and Team.

Have a two-day annual retreat with your leadership team. To set vision for the year, as well as the next three years

Have your entire team complete a SWOT analysis before annual goals and vision are completed

Have a quarterly off-site retreat to review the one-year plan, and plan the next quarter with your team

Have budget down, ideally a month before the year closes. Even if December is impactful, start putting it together then

Determine or refine the leadership team and how it operates. Who is on it and how many people?

Ensure clarification of leadership team roles and who owns what. Help everyone understand where their lane is

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Financial Benchmarks

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Positive Financial Trends & Relationships

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Potential Cash Flow Enhancements

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Potential Tax Saving Strategies & Audit Trail

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Cash Flow, Financial & Managerial Accounting Reporting

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Organizational Chart

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Strategic Plan: WORKING ON IT, NOT IN IT!

Name

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