Current Business Position
 
This diagnostic can be discussed with a single representative of the company, or by a group of people coming to a group decision or completed by individuals in private and summarised later. Use "Report type" to identify which
Mission - Vision
 
Use this section of the form to identify the vision or mission and to determine to what extent it is understood and agreed.
 
If this is being completed by a group different viewpoints possibly conflicting views may be identified. These need to be documented.
 
If individuals are giving answers in private different possibly conflicting viewpoints may also be identified. These should be sumarised and documented in anther form for the organisation.
Goals
 
To what extent are goals in place and being acheived
 
 
Evaluate goal achievement
 Must improveShould improveCould improveWont need to improveNot Relevant
Corporate goals are in place and understood
We are achieving our goals
Essential Business Activities

This section evaluates how well generic or essential business activities are performed. This will ensure that all aspects involved in running a business are considered not just the most obvious.  The full diagnostics look at these activities in more detail including evaluation of resources and supporting information systems.

If there is not enough information to be able to assess properly then consider setting to "M" or "S".

"M": Performed badly with many errors and complaints. Have trouble getting the job done

"S": Performed with some errors but the job gets done perhaps with minor delays

"C": Performed well but enhancements possible

"W": Performed well, little or no room for enhancement.

 Must improveShould improveCould improveWorking wellNot relevant
Acquire and store product components/raw materials
Acquire Resources
Perform core operations or primary activities
Storage delivery and distribution
After sales service
Marketing and promotion
Market research & product development
Maintain compliance
General administration
Maintain staff
Maintain IT
 
 
 
Current business performance
 
If an orgnisation is going to improve it needs to be able to measure how well it is doing. This section considers a number of common measures used to assess business performace. (often referred to as Key Performance Indicators). Not all will be relevant to the organisation and others may need to be introduced.
 
If the measures are not available detemine how to make them so, ensure appropriate targets are in place and if they are not being achieved discuss what can be done to remedy this.
 
Having these measures in place often displayed in a dashboard forms the basis of ongoing business monitoring. 
 
"M" no information available, the factor is not understood in the first place, or the figures are getting worse per period. No targets are in place or targets are in place but nearly always missed

"S" The figures are relatively stable per period - possibly fluctuating - but no overall increase. No formal targets set or targets are set but often missed.

"C" The figures are increasing per period, but slightly and no targets are in place or targets are in place but increases are sometimes less than the targets.

"W" The figures are increasing, targets are in place and are being met or exceeded.
 
Use the entry after the table to enter any neessary comments
Evaluate current business performance
 Must ImproveShould improveCould improveWon't need to improveNot relevant
Revenue & revenue growth
Cost of sales
Gross profit
Gross profit margin
Net profit
Net profit margin
Operating profit margin
Return on capital employed
Number of repeat sales
Sales from referrals
Value of sales per customer
Number of new customers
Sales conversion rate

 

 

 

Business Understanding

The following questions focus on things you may need to understand about your business in order to be successful

If there is not enough information to be able to assess properly or there is no understanding of the factor being considered then consider setting to "M" or "S".

"M": Don't understand this, no information is available, performed badly or not all.

"S": Information available but often inaccurate, some but limited understanding, performed with errors

"C":  Sound understand, information occasionally inaccurate, performed well but enhancements possible

"W": Good understanding, accurate information available or performed well, little room for enhancement.

 Must improveShould improveCould improveWon't need to improveNot relevant
Understanding of how to import or export
Understanding of the cost of products and services
Understanding of how much per period it costs to run the business
Understanding of the sales needed to break even
Understanding of capacities and limits
Understanding of customer numbers and types
Understanding of how often customers buy from you
 
 
 
Business success factors
 
This section considers factors that you must get right or do well to be successful.
 
Evaluate performance as follows

"M": Don't understand this, no information is available, performed badly or not all.

"S": Information available but often inaccurate, some but limited understanding, performed with errors

"C":  Sound understanding, information occasionally inaccurate, performed well but enhancements possible

"W": Good understanding, accurate information available or performed well, little room for enhancement.

 Must improveShould improveCould improveWon't need to improveNot Relevant
Making the most of Computers, IT and latest technology
The use of digital marketing and social media
Having the finance for paying day to day bills
Having the finance for funding and capital expenditure
Budgeting and monitoring your income and expenditure
Recording customer information
Maintain ownership of the product - product rights
Maintain a decent - appropriate market share
Recording and analysing customer feedback
Dealing with customer complaints
Reducing the number of customer complaints
Competitive strategy
 
This section will focus on your strategy for selling your goods and services and beating the competition 
 
At this point it is sufficient to give an outline of your strategy as a later form will go into more detail.
The following list details common competitive strategies. Use our MOSCOWN prioritisation to identify those that are relevant and evaluate your performance.
 Must improveShould improveCould improveWorking wellNot relevant
Being cheaper than the competition
Advertising and promotion
Networking
Providing different products to competitors
Providing unique products
Producing bespoke products
Being in the right place
Providing good customer service
Understanding customer needs
Having specialist knowledge
Use of a Web site
Use of Social media
Use of new technologies
The following list details differing ways of making sales. Use our MOSCOWN prioritisation to identify those that are relevant and evaluate your performance.
 Must improveShould improveCould improveWorking wellNot relevant
Sales from a shop
Making a sales pitch
Submitting a bid
Visiting clients
cold calling (telephone)
Operating outbound call centre
Cold calling (visits)
Operating in bound call centre
Account management
Internet - eCommerce sales
Web site contact forms
The following list details factors that are important to successful sales. Use our MOSCOWN prioritisation to identify those that are relevant and evaluate your performance.
 Must improveShould improveCould improveWon't need to improveNot relevant
Having and meeting sales targets
Selling new products to customers
Cope with how elasticity of demand affects our customers
Handling - delivering the volume of sales
Handling - receiving volumes of purchases
 
 
 
Product Analysis
To be successful, your products and services must give value to your customers. 

Assess each of the following attributes according to the value they give to customers and identify where improvements are necessary.
 Must improveShould improveCould improveWorking wellNot relevant
Functionality
Price
Product features
Choice
Availability
Image
Having a good relationship
Service
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