All enterprises or organisations face the same three problems:
Where are we?
Where do we want to be (and when)?
How are we going to get there (as cost effectively as possible)?
The start up enterprise, in contrast to the established business needs to resolve structural relationships with stakeholders that enable it to develop and then prosper (the development of the business platform), as well as ensuring that the business idea fills a viable niche (concept).
This on-line questionnaire is obviously simplistic as it fails to weight the importance of the various components in the analysis of the business. Ibis has continued to refine its much more detailed analysis of the components of the start up business plan, and this is available when Ibis has access to a detailed enterprise plan.
More details of various components can be found on other pages including:
Filling in the questionnaire is straightforward. Click the relevant circle next to the entry and the score will appear at the bottom of the questionnaire. Continue until you have finished and read off your cumulative score. If the enterprise has not included the element in its operation leave the line blank.
The reference point if there is no quantified measure is always the benchmark. Compared with the benchmark how well or how poorly is the enterprise likely to perform?
Question
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Concept
Product fills profitable
gap
Team accepts
entrepreneurial risk
Core competence exists
Location in cluster
Trade association links
effective
Networking framework
established
Effective mentoring
High quality advisors
Exit choices
agreed
Business
platform
Legal controls established
Supportive suppliers
Supportive employees
Bonus systems supportive
Supportive potential
customers
Supportive local framework
Supportive employees
Premises meet medium term
goals
Production system effective
Quality control effective
Health and safety effective
Delivery system effective
Supportive shareholders
Supportive funding
suppliers
Management
Leadership capability
Diversity of management
team
Focus on critical success
factors
Investment appraisal
Project management emphasis
Skills of entire enterprise
Structure
Authority matches
responsibility
Knowledge centers (KC)
Team building throughout
Formal training program
throughout
Eight "S"
continually reviewed
Objectives
Strategy aligned with
market drivers
Strategy aligned with
stakeholders
Balanced scorecard
KPI for each KC
Benchmarks
Rolling targets
Budgeting flexible but
controlled
MIS
Regular data defined
Monthly data defined
Planning data defined
Collection responsibility
defined
Software aligned with KC
Range of SOP
Impact analysis
Communication open,
effective
Product/ service
Marketing mix competitive
Awareness
Trial
Repeat purchase
Risk
Assumptions
Barrier conditions
Reality check: Devil's
Disciple
Risk control on major
projects
Stringent testing
procedures
Contingency planning
Sensitivity analysis
Deferred compensation
Cost base
Labour productivity
competitive
BEV competitive
FCF emphasis
Cost of capital competitive
Supply chain competitive
Value chain competitive
E-enablement program
throughout
Cost control program
throughout
Your total is:
Your score:
570+. Come on, don't fool yourself. Answer the questions a bit more truthfully. If you have answered them truthfully, retire immediately. It won't last.
460-570. Good, verging to excellent. Moving the enterprise to the next level always requires attention to detail – more detail, more progress.
300-458. Such a score is often typical of a company that has developed without reviewing its operational infrastructure – essential for future growth.
< 300. Such a low score indicates that most operational areas within the business need major attention. Starting with a detailed business plan should be the top priority.
More information on the way in which Ibis can contribute to your business plan development is provided at
Advantage Ibis
More information on the Ibis approach is also available on
the FAQ page..
