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| Directions |
| Directions: This Check List has been designed to help you evaluate your implementation of the key drivers for your business. Please rate your business according to the following a scale for each of the key drivers. (7) Always, (6) Most times, (5) Generally, (4) Occasionally, (3) Sometimes, (2) Rarely, (1) Never. Deliver the completed Score Card to your coach when complete. |
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| Section 1: Know Where You Are Going |
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| Guiding Principles* |
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| 1= The owner may have a set of guiding principles but he or she is the only one that knows them so the employees act and behave acording to their own principles. 7=Clearly articulated guiding principles or core values that guide every employee and every aspect of your company from hiring employees to dealing with customers. |
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| Vision and Mission* |
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| 1= No concise vision to enroll and enspire all stakeholders and no idea how to move the company forward in a common direction. Employees just do what they think is the right thing to do. 7= A concise vision that a enrolls and enspires everyone your company touches from employees to customers to suppliers and a mission that details how you are moving towards the vision. |
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| Strategic Plan* |
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| 1= A written strategic plan has not been developed, so the vision, mission, values, and objectives of the team are poorly defined and constantly changing. Strategic direction and decisions are made by the shareholders without input from the rest of the team. 7= A written strategic plan clarifying the vision, mission, and values of the team, annual and quarterly financial targets, and strategic objectives is monitored weekly by managers and updated with input from all team members on a quarterly basis. |
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| Market Based Valuation* |
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| 1= Shareholders have no objective, market-based valuation of the business and managers are not measuring and managing the company based on shareholder value. Business is not being marketed to qualified industry buyers. 7= Shareholders are monitoring the value of the business on a quarterly basis at minimum, hold managers accountable for increasing shareholder value, and are entertaining offers from qualified industry buyers to purchase the business. |
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| Section 2: Know Where You Are |
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| Revenue and Profit Budget* |
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| 1= The managers have no month by month budget to forecast revenue and expenses and deliver desired earnings and owner drawings. Management and financial decisions are made based on bank account balances and sales estimates 7= The managers have developed a month by month budget to forecast the amount of revenue required to deliver desire EBITDA net of owner drawings. Management and financial decisions are made in consultation with weekly budget versus actual reports. |
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| Cash Gap Plan* |
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| 1= Managers have allowed receivables to grow unchecked, vendors have tightened their terms, and price pressures and inefficiencies have cut gross margins. Cash flow problems are increasing indebtedness and investments are being postponed. 7= Managers carefully monitor their plan to improve collections, lengthen terms with vendors, increase prices as aggressively as possible, and eliminate operational inefficiencies. Cash is being used to invest in growth and high repay interest debt. |
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| Break Even Plan* |
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| 1= No break even plan is in place to identified exactly what time of the day, week, month and year the revenue generates enough gross profit to cover the fixed expense for the period 7= Managers have established and are implementing a plan that identified exactly what time of the day, week, month and year the revenue generates enough gross profit to cover the fixed expense for the period. |
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| KPI (Key Performance Indicator) System* |
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| 1= No KPIs have been established and no metrics are being measured, reported, or managed other than those derived from basic financial statements. Team members have no specific idea of how their performance is making or breaking the business 7= The 5 to 10 most important numbers indicating the performance of the business have been identified as KPIs and are systematically measured and reported on a daily or weekly basis. Every team member knows how the KPIs are being used to measure their performance |
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| Leadeship Development Plan* |
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| 1= No plan exists to identify and intentionally develop emerging managers and leaders as high value human capital. Long-term commitment is actually disincentivized by a turf-protecting culture and a win-lose approach to compensation 7= A plan to identify and intentionally develop emerging leaders is carefully monitored by the shareholders and executives. All key leaders have an incentive for a long-term commitment with a profit-sharing plan and a plan for leadership succession is clearly defined. |
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| Section 3: Lead With Integrity |
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| Time Management Plan* |
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| 1= Shareholders and managers operate on a reactive, fire-fighting basis each day, focusing on completing urgently important tasks firsts and working on high importance items whenever they can fit them in. 7= Every shareholder and manager operates according to a default calendar and prioritizes their activities based on high importance items first and urgently important items second. |
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| Operations and Training Manual* |
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| 1= An Operations and Training manual is non-existent or hopelessly out of date. Team members do not consult with written documentation for information on how to execute their responsibilities 7= The Operations and Training manual is current and revised on a quarterly basis at minimum. Team members refer to the manual regularly for information on how to execute their responsibilities. |
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| Lean Manufacturing Plan* |
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| 1= Team members have no commitment to eliminating wasted time, movement, and materials to compete more effectively. Efficiency is not measure, managed, or rewarded. 7= All team members are rallied around a commitment to eliminate wasted time, movement, and materials to continually improve efficiency, cut production costs, and compete more effectively. |
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| Team Acquistion Plan* |
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| 1= No one is proactively managing multiple recruitment strategies. The flow of qualified candidates is sporadic at best and the candidates generated are usually under qualified. Candidates are not screened using psychometric profiling bench-marks and a skills-based, test-drive process 7= A specific manager is tasked with constantly improving the effectiveness of at least 10 recruiting strategies. The recruiting pipeline always has more then enough qualified candidates for open positions. All canidates are screened using psycometric profiling benchmarks and a skills-based test drive process is in place. |
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| Section 4: Excellent People For Excellent Results |
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| New Employee Induction Plan* |
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| 1= Managers work in isolation from other team members. New team members learn how to execute their responsibilities on their own by trial and error. No apprenticeship culture exists in the business and everyone fends for themselves 7= Every manager is actively coaching subordinate team members on how to execute their responsibilities. New team members are systematically apprenticed by managers and a strong apprenticeship culture exists in the business. |
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| Team Meeting Rhythm* |
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| 1= There is no rhythm or regularly scheduled team meetings and the communication from owners is inconsistent and inefficient. Planning meetings are rare with decisions communicated haphazardly throughout the company. 7= A rhythm of regularly scheduled team meetings for goal-setting, reporting, and accountability take place on an annual, quarterly, weekly, and daily basis. Decisions made by shareholders and executives cascade through the organization quickly and efficiently. |
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| Organizational Plan* |
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| 1= Little thought is given to the system of work flow in the organization. No formal organizational charts or job descriptions exist. Role confusion among the team creates wasted and duplicated effort. Authority has not be clearly delineated or delegated, so work moves inefficiently through the business. 7= Managers carefully monitor the system of work flow in the organization. Organizational charts and job descriptions are regularly updated to prevent waste and duplicated effort. Everyone on the team knows their role and sphere of authority and work moves smoothly through the business. |
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| Tactical Marketing Plan* |
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| 1= No marketing plan exists to produce a predictable number of leads, improve conversion rates, increase the average revenue per transaction, and increase the transactions per customer. The results of spending on marketing and advertising is unmeasured and unmanaged. Managers are doing virtually nothing to proactively drive revenue growth. 7= Managers have developed an aggressive, measurable marketing plan to produce a predictable number of leads, improve conversion rates, increase the average revenue per transaction, and increase the transactions per customer so profits increase exponentially. Results of the marketing plan are being measure and improved on a weekly basis. |
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| Section 5: Profitable Growth For Longevity |
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| Lead Conversion System* |
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| 1= Managers have not scripted the best sales practices, invested in world-class sales training or actively measure conversion rates at every sales stage to continually refine the sales process. 7= Managers have identified the best sales practices, scripted the approach, invested in world-class sales training and actively measure conversion rates at every sales stage to continually refine the sales process. |
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| Average Revenue Plan* |
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| 1= No serious thought is given to pricing so the price is simply some cost plus approach without regard to market pricing and product mix. No effort is put forth in offering additional options 7= Managers understand the relationship between price, volume and mix to maximize revenue, gross profit and net profit and have plans to increase the number of items and options to maximize average revenue. |
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| Expense Control System* |
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| 1= Expenses are seldom reviewed and are only cut in an emergency as a last resort. Many expenses are for show and have nothing to do with delivering the best possible service. 7= Shareholders and managers consistantly review expenses and expense ratios to be certain that expenditures are under control delivering the best possible service for the least amount of fixed overhead |
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| Customer Targeting* |
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| 1=No specific sales target exists leading to a shotgun apprach to marketing and sales and therefore never truly improving the customer profile 7= Shareholders and managers have analyzed their top 20% of customers that generate 80% of the profits and have created targeted profiles that the sales force uses to attract like customers. |
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| Section 6: When Your Customer Succeed, You Succeed |
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| USP And Guarantee* |
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| 1= No Unique Selling Proposition and a Guarantee exists in the minds of shareholders, managers, team members, clients/customers, and prospects. The only point of differentiation is price so the business has no significant value proposition. An unclear and confusing message is communicated by the team 7= Shareholders and managers have identified and persuasively articulated a Unique Selling Proposition and a Guarantee to compel ideal clients/customers to pay a higher price instead of dong business with competitors. The entire team is aggressively communicating this message to the targeted market. |
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| Sales Management System* |
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| 1= Those involved in sales have no formal or tested sales process and their activity is not coordinated, measured or managed on a regular basis. There is a large gap between high and low performers. Sales force compensation is structured around salaries with little emphasis on delivering results 7= The sales force has a well tested, carefully scripted sales process and their activity is coordinated with an appropriate customer relationship management software solution which measures and reports conversion rates and results on a weekly basis. Sales force compensation is based on actual sales results. |
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| Plan to Create Raving Fans* |
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| 1= There is focus on understanding what the company wants, discovering what the customers want and consistantly delivering on promises 7= The entire organization is focused on understanding what the company wants, discovering what the customers want and consistantly delivering on promises. |
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| Comprehensive Exit Strategy* |
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| 1= The owner may have a set of guiding principles but he or she is the only one that knows them so the employees act and behave acording to their own principles. 7=Clearly articulated guiding principles or core values that guide every employee and every aspect of your company from hiring employees to dealing with customers. |
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| Security Code* |
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