How To Beat the Competition In this New Business Economy

Take This Test - Turn 6 Stumbling Blocks Into Successful Stepping Stones - Increase Your Chance In Today's Business Environment. Your Score May Surprise You...

  (Select One)
1 PART A - Your First Impression of Where Your Company Really Stands: YES
NO
1

Things run so well at my company that I consistently sleep well at night

3
2

My credibility is seldom negatively impacted by Financial Operations.

3
3

My credibility is seldom negatively impacted by Operations, Sales or Human Resources.

 3
4

Financial Institutions are aggressively seeking my business.

 3
         

Developing a team and plan that runs well enough to let you sleep well at night are both critical if you want to avoid becoming part of the alarming statistic of increasing executive turnover.

         
2 Where You've Been / Where You're Going: YES
NO
1

I operate from a 5 Year Strategic Plan developed by my Executive team

 2
2

I've seen consistent improvements in revenues and profits the last 3 years

 2
3

My financials are prepared well before Board meetings so I have time to review and understand thoroughly before Board discussions

 2
4

My financial package is user friendly, both internally and externally

 2
         

Prospective customers will want to do business with you if you can take charge of your company - and set goals that cause corporate and personal growth. This is equally important when you want to discuss that year end bonus, or be considered for that next incentive plan grant

         
3 How Are You Seen Within Your Industry YES
NO
1

My competitors see me as their primary competition

 1
2

I have timely accurate data on my discounts, allowances, and credits to continually improve my product reliability and standing with customers

 1
3

I am in problem solving groups in and out of the Industry, regarding national and international challenges

 1
4

Vendors are aggressively seeking my business

 1
         

If you are not seen as a person who gets the job done, no amount of public relations will create that reputation. However there are various steps we can suggest to strengthen your position and visibility

         
4 How You Develop Important Profitable Customers YES
NO
1

I comfortably know my top ten customers both in terms of combined revenue and total profitability

 2
2

I comfortably know profitability by product

 2
3

I have 95 % accurate inventory costing and availability to comfortably meet on-time response and performance customer requirements

 2
4

I regularly receive a Sales Funnel detailing likely customer closes, potential business and future prospects

 2
         

Developing a team and plan that runs well enough to let you sleep well at night are both critical if you want to avoid becoming part of the alarming statistic of increasing executive turnover.

         
5 Facts And Metrics I Need are Readily Available YES
NO
1

I spend minimal time resolving executive territorial disputes

 2
2

My monthly cash flow projections are very accurate, when compared to actual cash results and needs

 2
3

My contingency planning mechanism knows the top three risks that could occur impacting our business and we have a plan on how we would react, when they occur

 2
4

I am healthy and take care of the Company strategic vision, while day to day operations run like clockwork

 2
         

Listen up ... Your business knowledge, management skills, personal energy and corporate image demand checkups. And, the best track record, and the most in-depth knowledge of your field will not get you this year's bonus, if you are blindsided by a risk you may not know you are taking

         
6 Do Your Financial and Operating Metric Packages Sell the Image You Want And Deserve? YES
NO
1

My banker compliments me on our financial package and operating metrics update we present to them at our formal and informal meetings

 2
2

My Board compliments me on how well the business runs and my ability to foresee and plan for surprises

 2
3

My Board of Directors package is consistently delivered in enough time so Directors can contribute fully in the areas where I value their insight

 2
4

Our business has defined our key financial and operational metrics and presents them to our Team - on daily, weekly or monthly bases, as is most appropriate

 2
         

Your Strategic Plan, monthly reporting system and results and financial statements must reflect a very specific direction. In most cases, these items will be the most visible aspect of relations with your Board, banker, lawyer and CPA firm - and they can make or break you. For all too many people, sooner or later, they break them! Your successful career and financial security depend not only on am impressive track record and continuing strong results, but also on a history of being prepared for "things that happen" and not being blindsided on a major issue

.