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Marketing and Sales Due Diligence Guide
Marketing and Sales Due Diligence Guide
Marketing and Sales Due Diligence Guide
INTRODUCTION........................................................................................................................ 4
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INTRODUCTION
One of the most difficult aspects in business evaluation is understanding and justifying forecasts
of future revenues. Section I of this guide provides a micro-style analysis of marketing and
sales. The section asks numerous specific questions about twenty-five company functions that,
together, address the ability of a business to gain and retain profitable customers.
Sections II through VI help the analyst develop a macro evaluation of the ability of other
functions and departments to deliver on marketing’s promises to customers and prospects.
These sections are not designed to provide complete due diligence level information in the areas
of operations, finance, technology, legal, or organizational design. Rather, they help the analyst
put marketing functions into an overall context and understand the operating capacity of the
entire company.
Section VII acts as a strategic summary, where detailed facts gathered earlier can be
consolidated into an overall perspective of the company and its relative position in the industry.
The summary helps the analyst develop and support conclusions.
The additional information gathered during the analysis may lead to new insights and a desire to
modify the company’s focus. Existing long-term goals and forecasts may also require review
and adjustment.
The Marketing and Sales Due Diligence Guide is a supplemental guide to business analysis, not
a complete means of performing a business valuation or business due diligence appraisal in the
strict legal or financial sense. However, in the hands of a qualified specialist, this workbook will
offer additional insights to assist the analyst in arriving at a final company valuation or due
diligence appraisal. This guide offers added revenue line support and support for future growth
assumptions when using the income approach or market approach to valuation.
Evaluating marketing
An audit limited to the marketing and sales department may lead to erroneous conclusions. A
single department does not operate in a vacuum; it functions in concert with all other parts of the
business. To understand the real capabilities of a company and its marketing, one must consider
available resources and the capabilities of the other departments to deliver on what marketing
promises the customer. That is why The Marketing and Sales Due Diligence Guide includes
basic fact gathering in various areas of the company under scrutiny.
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Business organization
Businesses organize in different ways to meet their specific needs. For instance, the marketing
functions shown in this guide may get split up, with physical distribution being managed by the
operations department. Some businesses separate marketing from sales, while others turn order
entry and customer service over to production centers. Thus, organizational specifics related to
these marketing functions may help or hinder the ultimate job of all businesses, to gain and
retain profitable customers. Evaluation of each marketing function and how well it operates
within the company (irrespective of organizational structure) may help highlight organizational
strengths or weaknesses.
Asking questions
It is important to clearly understand how the business handles the various functions.
Understanding comes from asking lots of right questions, listening and recording management’s
answers, and gathering actual examples to back up those responses.
The questions included in this workbook, based on more than forty years of experience, provide the
basis for a reasonably thorough evaluation of a business operation. Many key questions are
highlighted in bold print.
As you proceed with the study, other questions will, no doubt, arise that apply to the specific
business case under evaluation. This is to be expected. For example, a single question about the
management of key accounts may lead to a series of questions about the findings and
recommendations of a recent customer advisory council meeting.
Be sure to obtain samples of items discussed, lists, operating statements, budgets, aging
summaries, sales collateral materials, advertisements, directories, competitor data, etc. to
provide specific backup for statements made by management. It is not unusual for management
to exaggerate the coverage, capabilities, or quality of past efforts.
The Marketing and Sales Due Diligence Guide will remind you of unasked questions, so
managers being interviewed have less ability to ‘sin by omission’ and cover up weaknesses.
Conversely, it is very important to look diligently for areas where the company has developed
competitive advantages. How well has the company’s management capitalized on its strengths
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and opportunities?
Also, note potential new areas for gaining more competitive leverage. The firm with
unrecognized potential for competitive leverage may be more valuable under new ownership.
If you are working in the company, potential leverage points should be discussed as part of
future strategic plans.
Use of The Marketing and Sales Due Diligence Guide will avoid cases where management
omits unpleasant topic areas. The analyst will stand a better chance of gaining a realistic picture
of the company—the good, the bad, and the ugly!
After gathering sufficient facts, this workbook will help the analyst digest the many facts and
assumptions, develop more informed conclusions, and offer better recommendations.
In the end, it is the experience and capability of the analyst that determines the accuracy and
value of any company analysis.
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I. MARKETING INFORMATION
1. PRODUCT DESIGN & DEVELOPMENT
a) What is Marketing & Sales’ involvement in determining the design of company products?
c) How often does marketing meet with technology and operations groups to review products
and progress on development of new products?
e) Are marketing personnel fully aware of operating capabilities? Are they technically trained?
f) Are new products developed using pricing and profit guidelines, and a clear sense of
where the product can be sold?
Example:
Comments:
7
2. MARKET IDENTIFICATION AND DEVELOPMENT
a) What general types of markets are served?
Consumer Industrial Services
b) Within each type, what specific market segments are being served?
No. of Customers
Industrial Support Consumables
Industrial Process Consumables
Industrial Make/Buy Consumables
Industrial Capital Goods
Business Services
Consumer Services
Consumer Packaged Goods
Consumer Durable Goods
c) Has the company identified and separated each strategic Business Unit?
Identified? Developed Separate Strategies?
d) Are there identifiable customer groups for each type of product now being sold?
If Yes, are records kept by customer group?
Customer Size? Geographic Area? Other?
e) Is market research available on any of the customer groups to help identify needs and key
buying influences?
Source:
Source:
Source:
8
g) What efforts have been made to extend sales of other products to existing customers?
9
3. PRODUCT STRATEGY, POSITIONING AND SURROUNDS
b) Are products added, maintained, or dropped based on any overall business unit strategies?
Explain:
c) When looking at a product or product group, is a clear market position discussed and
established?
d) How has sales volume changed in the most profitable product categories in the past
2 to 3 years?
e) How has market share changed in the major market segments in the past 2 to 3
years?
g) How many new accounts have been added in the past year? Do the above figures
track with past history?
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i) What is done to review lost accounts, and follow—up?
k) Has any research been done to verify that customers actually perceive these benefits?
Example?
1) How does the company differentiate its product offerings from competitors?
11
4. PRODUCT PACKAGING
How important does management feel packaging is for the company’s Products?
Added Comments:
12
5. PRICING PRACTICES
Are “special prices” covered by written requests, good faith competitive information to
support the recommendation, and other necessary competitive information?
Are costs broken down to allow analysis of gross and net margins? Are profitability
thresholds used to avoid poor deals?
Does marketing review competitive offers and recommend changes in pricing strategy?
How often?
Is each product evaluated based on direct costs vs. average selling price and contribution
margin? How Often?
How much difference is there between highest price, median price and lowest price
realized on major products?
Example:
13
6. ADVERTISING AND PUBLIC RELATIONS
Are examples available of company ads and the competitive ads run about the same time?
Obtain and review.
Does the company take advantage of public relations opportunities? How many news
releases in the past
Year? Prior year?
Other Comments
14
7. SALES PROMOTION
Types used: #1
#2
#3
#4
#5
#6
Are the results of specific sales promos measured in terms of the added product sales
gained? How?
Comments:
15
8. GENERATING & FOLLOWING UP SALES LEADS
Does the company have a system for following up on all sales leads from every source?
Examples:
#1
#2
#3
#4
#5
#6
Are records kept of leads received? Conversion Rate? Source of lead? Casual vs
Prospect? Salesman F/U?
Are leads screened by phone or other means before committing a sales person’s time to follow
up? How?
Where specifically?
16
9. PHYSICAL DISTRIBUTION
Does delivery service offer potential for a competitive advantage to the company?
How much?
How long has it been since transportation alternatives have been reviewed in detail?
What is the average cost per unit for freight out or other product delivery costs?
As a %of sales?
2 % of del. Cost %
3 % of del. Cost %
How?
Who actually manages the day-to-day distribution service for the company?
18
10. OUTSIDE SALES EFFORT
What % of annual sales is spent on outside sales effort? (Include wages, fringes, T&E, sales
telephone, cars, etc. directly related to outside sales effort).
c) Customer Training?
e) End—user Calls?
f) Other Duties?
19
Does the company have National Accounts? How many?
How are sales reps trained in product knowledge, company policies, customer use of
products, etc.?
By Whom?
20
When are sales reps terminated?
21
Does each sales rep have an annual budget in product units and in sales revenue? Do
sales reps get monthly reports that show him/her where he/she stands by customer?
By Product?
How many significant new accounts were added in each of the past two years? Obtain a list
of new accounts, date first sold, and total sales dollars for each year.
Do sales reps have laptop computers and CRM (customer relationship management)
software? Software application(s) used?
Daily reports?
Expense reports?
Customer orders?
Internal E-mail?
External E-mail?
Pricing requests?
Other uses?
22
Prepare lists of all outside sales personnel. Show all active personnel in these positions in
each of the past two years.
Include: name, date of hire, age, date of termination, normal retirement date if still employed,
and performance rating.
Analysis and discussion of the lists will help answer questions related to sales personnel
turnover and issues regarding upcoming retirement of key representatives that might affect
future sales revenues.
Comments:
23
11. INSIDE SALES EFFORT
Are there regular contacts between customers and the order-processing group in the
office? How often?
Does the company offer toll—free 800 service for customer orders?
Reports to:
Do inside sales personnel have regular contact with the outside sales group? How?
By Whom?
24
How are inside sales personnel trained?
Are inside & outside sales groups brought together for sales meetings during the year?
When?
Are inside sales personnel used for total sales job with any group of customers?
Which group(s)?
25
Prepare lists of all inside sales/customer service personnel. Include all active personnel in
these positions for each of the past two years.
Include: name, date of hire, age, date of termination, normal retirement date if still employed,
and performance rating.
Analysis of this list will help answer questions related to inside sales turnover and potential
issues regarding retirement of customer service personnel that might affect future sales
revenues.
26
12. DIRECT RESPONSE SALES EFFORT
b) Television/Radio? How?
c) Telephone? How?
Does the company sell any completely standard products to customers whose credit can be
pre-approved?
Have any of the direct response techniques been tried in the industry? Results?
Are there any opportunities for use of a “standing order” system with regular buyers of repeat
products?
Are there any legal restrictions regarding direct response or automatic shipment techniques?
Does advertising and PR or social media provide any means of direct response with
prospects?
What?
27
13. KEY ACCOUNT MANAGEMENT & SALES
Does the company hold “focus group” type meetings with top management of key accounts?
How often?
Comments:
28
Prepare “Top Account” summaries for each of the last two years in order of rank by sales
dollars. See example below.
For each account, show account names, locations, sales reps responsible, total sales dollars for
the year and percentage of total sales each account represents. Ideally, each list should
account for more than 50% of total sales for the period.
TOTAL
Compare rankings and dropped versus added accounts between the two periods. What
conclusions can be reached? Reasons for lost accounts?
To what degree does account concentration affect the vulnerability of the company to
sudden revenue loss?
29
14. CONTROLLING PRODUCT MIX
How does the breadth of product line compare with the major competitors?
What Advantage?
30
15. INSTRUCTIONS FOR PRODUCT USE
How important are instructions for the customer regarding product use? Do
Are there any opportunities for improvement of instructions that would increase product sales
or customer satisfaction?
Have any surveys been made with customers about instructions for product usage?
When? Available?
Are any new products, package sizes or types, etc. suggested by customer use of instructions?
Are there other applications for the product among current customers or perhaps new
customer groups?
31
16. CUSTOMER SUPPORT SERVICES
How does the company handle the following support services?
a)Customer Claims/Product Warranty?
b)Requests for Literature?
c)Customer Questions?
d)Parts & Service?
e)Billing Errors?
f)Return Requests?
g)Order Shipment Inquiries?
h)Lost orders?
i)Backorders/Delays
j)Order Placement?
k)Prospect Inquiries from Ads, etc.
Are any support services available on-line through the company's website?
Who does the customer service function report to within the company organization?
Are all customer service activities grouped to avoid customer communications confusion?
How do customers normally contact the company for their service and support needs?
Are there opportunities to improve customer service and create a competitive advantage or
increase sales and profitability?
Does management review customer satisfaction with the company’s support functions?
When?
Added Comments:
32
17. ORDER ENTRY
Operations
Finance
Credit
Are there opportunities to improve results by changing the order entry function?
33
18. FULFILLMENT, INSTALLATION & STARTUP
How complicated is the process of moving from product order to the satisfactory use by a
customer?
Describe:
How handled?
What is the normal time for customer acceptance after delivery of engineered products?
Are there opportunities for improvement in the fulfillment functions? What needs to be done?
Have any surveys been done to determine customer satisfaction with fulfillment functions?
When?
Added Comments:
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19. WARRANTY - REPAIR & MAINTENANCE SERVICE
Does the warranty require the company to repair and maintain the products? What
How much time elapses between receipt of a claim and the normal repair service?
Has the company surveyed customers about satisfaction with warranty service?
When?
Results:
Do competitors offer the same types and quality of warranty and service?
Added Comments:
35
20. COMPETITIVE INFORMATION
Does the company have an organized method for gathering competitive information?
Describe:
NOTE: A review of all the functions under marketing should be used as a guide for
competitive reviews.
Has the company done any surveys of customer opinion regarding relative competitor
strengths and weaknesses?
When? Results:
36
Does the company maintain archives of competitive data?
Are substitute product suppliers and foreign suppliers included as competitors or potential
competitors?
Added Comments:
37
21. MARKET RESEARCH
Does the company conduct research to define and quantify its market(s)?
Does the company conduct research to determine the wants and needs of customers and
prospects?
Are company records actively used to gather data on customer satisfaction, complaint
areas, actual service levels, etc.?
38
How are records used?
Does the company use customer surveys to gain opinions on its offering relative to
competitors? When?
Results:
Are other departments involved in the process of gathering and analyzing competitive data?
Which?
Added Comments:
39
22. TRAINING
Do company sales personnel receive formal selling skills training? Specific Type:
Do sales personnel train others in the channel of distribution? Are they trained
to train?
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23. FORECASTING
Are sales forecasts used to budget manufacturing, overhead costs, etc. How?
Do forecasts include estimates of total market and budgeted changes in market share?
How?
Have there been any “surprises” in recent years due to sales forecasts that were too far
off reality?
Added Comments:
42
24. PLANNING
Is the plan based on an overall corporate strategy and business plan? Does
Does the company have a short-range marketing plan for the current period?
Does the short-range plan fit the objectives of the long-range plan? Differences:
How effective have the plans been in the past in achieving the company’s overall
objectives?
Does the company’s current marketing department have adequate knowledge and
resources to properly perform the planning function? Describe needs:
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Are industry trends available from reliable sources to describe the markets and
determine share?
Sources:
Which sources are most reliable? Which sources are actually used?
Are any key competitors publicly owned? Does the company acquire and research
competitive 10Q and 10K filings to gain specific competitive information?
Added Comments:
44
25. MARKETING MANAGEMENT
Have the marketing functions been managed to help the company achieve its overall
objectives for growth, profitability, survival, etc.? Explain.
How does management of marketing compare in importance with the other major
functions of the company?
How does the company’s marketing management structure compare with major
competitors?
45
Do all of the marketing and sales functions report to a single marketing executive?
What role does marketing play in overall company planning and establishment of goals?
Added Comments:
46
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
47
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
48
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
49
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
Does the individual hold leadership positions outside the company? (Industry? civic? service
organizations? charities?)
50
II. GENERAL INFORMATION
Address:
Phone: FAX:
Web Site:
Amount(s) of Insurance:
51
C.P.A. Firm Location:
2.
3.
4.
5.
52
In general, what is the overall condition of the company relative to its industry and
major competitors? Explain.
What is the company’s position in its industry? What is it uniquely known for?
53
OWNER’S VISION
1.
2.
3.
4.
5.
6.
7.
8.
54
How often does top management formally meet to review results of current operations? Do
the functional managers prepare written status reports of projects and accomplishments?
Variance Reports?
Rank
Segment Rank
Segment Rank
Segment Rank
Segment Rank
55
Who are the company’s major competitors?
a) Segment
b) Segment
c) Segment
d) Segment
e) Segment
f) Segment
Does the company have contingency plans that help reduce risk of unexpected
difficulties?
Explain:
Amount?
Policy # Date:
56
BASIC STRENGTHS OF COMPANY:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Additional Comments:
57
COMPANY MANAGEMENT’S ASSUMPTIONS:
58
G. About Plant & Equipment:
L. About Communications:
M. About Profitability:
0. Other Assumptions:
59
III. ORGANIZATION OF COMPANY
Marketing Officer/CME
Sales Manager
Financial Officer/CFO
Operations Officer/COO
Technology Officer/CTO
Other:
Other:
60
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
61
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
Does the individual hold leadership positions outside the company? (Industry? civic? service
organizations? Charities?)
62
IV. FINANCIAL INFORMATION
Gross Sales
Less: Returns & Allow.
NET SALES
Cost of Materials Sold
Other Variable Costs
Added Comments:
63
2. BALANCE SHEET SUMMARY
Accounts Payable
Current Portion of L.T. Debt
Other Current Liab.
TOTAL CURRENT LIAB.
Future Portion of L.T. Debt
Other Long Term Liab.
TOTAL LONG TERM LIAB.
TOTAL LIABILITIES
Paid In Capital
Retained Earnings-Prior
Periods
Retained Earnings-Current
Period
Other Equity
TOTAL EQUITY
(NET WORTH)
TOTAL LIAB.& EQUITY
Added Comments:
64
3. MARGINAL INCOME ANALYSIS
65
4. RATIO ANALYSES
Period of to
1. MEASURES OF PROFITABILITY:
A. Margin
P) Net Income $
= %
Net Sales $
S) Gross Profit $
= %
Net Sales $
B. Turnover
P) Net Sales $
= %
Owner’s Equity $
P) Net Sales $
= %
Total Assets $
S) Net Sales $
= %
Net Fixed Assets $
S) Net Sales $
= %
Net Work. Cap. $
66
C. Balance
= %
Equity + LT Liab. $
= %
Total Assets $
S) Curr. Liab. $
= %
Total Liab. $
S) Total Liab. $
= %
Owner Equity $
S) Acct. Rec. $
= %
Current Assets $
S) Inventory $
= %
Current Assets $
67
2. MEASURES OF STABILITY:
A. Liquidity
Curr. Assets $
= %
Curr. Liab. $
(Current Ratio)
B. Solvency
E.B.I.T. $
= %
Interest $
= %
Current Part of LT Debt $
68
Financial Management
How does the company manage the finance and accounting functions?
Does the CEO have good knowledge of accounting and finance? If not, how does the
company compensate?
Does the company have audited, reviewed, or compiled operating statements? Explain.
How long after month-end are statements available to management? Examine actual dates
for the past six months.
69
Does the company prepare active cash flow forecasts? Who gets the forecasts? How
used?
How often are cash flow estimates prepared? Who prepares them? Examples.
Obtain aging reports for current receivables and payables. What are the ratios? Are they
satisfactory?
Does the company prepare an annual capital expenditure plan? Obtain most recent
example:
How does the company manage fixed overhead costs such as insurance, supplies, rent,
telephone, administrative personnel costs, etc.?
How often does the company review significant overhead costs and obtain new quotes?
Obtain examples.
How well are fixed assets maintained? Who makes repair versus replace decisions?
70
Does the company lease capital equipment?
71
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
72
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
Does the individual hold leadership positions outside the company? (industry? civic? service
organizations? Charities?)
73
V. OPERATIONS INFORMATION
What functional aspects of the company are included in the Operations Department?
74
How is the quality of the company’s products relative to other competitors? Examples of
specific differences?
Are there opportunities for competitive advantage that are already built into the company’s
products?
What are they?
Can significant advantages be built into the products with current operating assets? How?
Who is responsible for product quality control and assurance at the plant level?
What are the average amounts of product returns & allowances due to manufacturing
defects?
75
Does the company maintain records of the causes of returns and complaints related to
product problems?
What do the records show?
How long after a customer places an order is manufacturing or operations aware of the details
of the order?
How is marketing alerted to production or operational problems, that will affect customer
service?
76
How frequent are operational breakdowns encountered?
From a manufacturing viewpoint, are there realistic opportunities for elimination of some
products to reduce overall cost of operations?
Examples:
77
related to the products sold? %.
How often does purchasing formally review prices and overall performance of key
suppliers?
Examples:
Do any major purchased materials lend themselves to possible consignment from a key
supplier?
Does purchasing philosophy favor multiple suppliers for safety or consolidation of suppliers
to gain more favorable terms?
Does the company have any “just in time” arrangements with key suppliers?
Explain:
What is the accepted level of product loss due to material waste, rejects, etc.?
Are there any ways to reduce this level of waste using current assets? How?
78
Are there ways to reduce waste with new assets?
How?
How much do the company’s operating people know about the competitor’s operations and
cost structure?
Are operations people aware of how customers use the products they produce? How so?
If those needs are met, how will they affect the company’s competitive position?
79
Are there some additional products that could be made with current operating assets to open
up new market opportunities with existing customers? What?
What about additional products that might open up new customers in a different area?
Have these opportunities been discussed with other company management? If not, Why
not?
Management’s reaction:
How close are manufacturing tolerances that operations must meet? Are these
tolerances realistic?
Are there any EEOC, EPA, OSHA, or other governmental problems or restrictions that affect
operations?
What?
Added Comments:
80
PRODUCTION FLOW CHART
81
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
82
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
83
VI. TECHNOLOGY INFORMATION
Who is responsible for keeping the company current in the technology area?
Are there opportunities for competitive advantage in the technical area? Are they being
used?
Suggestions:
84
What other duties do technical personnel handle?
Do technical people help analyze materials, products and new product ideas from a cost
standpoint? How?
Are there ways to reduce costs on existing products with technical changes that would not
significantly alter product performance? How?
Have the ideas for technical change been discussed with other management?
Reaction:
Are technical personnel aware of how customers use the products? How well aware?
Do technical personnel assist marketing with closing of major Key account sales?
Examples:
When was the last technical review of the major products in the line?
Were changes made?
What changes?
85
Do company ads and literature show all product features and benefits?
What’s omitted?
Added Comments:
86
MANAGEMENT BACKGROUND DATA SHEET
Name:
Educational Background:
2.
3.
4.
1. with
2. with
3. with
4. with
5. with
Other Information:
87
Summarize the leadership “style” and personality of this individual.
Autocratic? Participative? Optimistic? Pessimistic? Flexible?
Influential? Approachable? Friendly? Assertive? Aggressive? Respected? Passionate? Strong?
Weak? Positive? Negative? Egotistic? Hard-nosed? Visionary? Energetic? Workaholic?
Does the individual exert influence and leadership in one specific area or throughout the
company?
How well has the individual gained the trust of others in the organization?
Does the individual hold leadership positions outside the company? (industry? civic? service
organizations? Charities?)
88
VII. STRATEGIC SUMMARY
89
4. About the company’s major industry groups?
5. About potential for change to occur in any of the areas affecting the company’s
main business?
8. About employees?
90
D. What are the key factors for competitive success?
1.
2.
3.
4.
5.
6.
2.
3.
4.
5.
6.
2.
3.
4.
5.
2.
3.
4.
5.
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H. What overall future climate is indicated by analyses of major competitors?
J. How do the company’s strengths & weaknesses compare to those of the major
competitors and potential competitors?
K. What are the greatest sources or potential sources of competitive advantage for the
company in the future?
1. S/P
2. S/P
3. S/P
4. S/P
5. S/P
6. S/P
L. How well can the company sustain the leverage of these sources of advantage?
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M. How does the current strategy compare with the analysis of current and future
opportunities & threats?
S. Can the market environment absorb the impact of the achievement of the company’s goals?
1.Financial?
2. Personnel?
3.Plant Capacity?
4.Ability to change?
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U. Are the company’s goals understood by those who must implement them?
X. Given the above analyses, what are the feasible strategic alternatives?
1.
2.
3.
4.
5.
6.
Z. Which alternative best matches the company’s situation and resources to the
opportunities and threats identified in the analysis?
What basic changes will be required to adopt the best strategy alternative?
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Contingencies to consider:
1.
2.
3.
4.
5.
6.
7.
8.
Note:
The additional information gathered during the analysis process, along with this strategic
summary, may lead to new insights and a desire to modify the company’s focus. Earlier long-
term forecasts may also require review and adjustment.
Are long-term forecasts still valid, given the current situation and resources?
Changes needed?
General Comments:
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ABOUT THE AUTHOR
Dick has a long-standing affiliation agreement with a Dallas merchant bank. He assists the
merchant bank and its selected clients with evaluations of marketing, business plans, and
feasibility studies.
As Senior Vice President Marketing, he led the revenue growth of Long Mile Rubber Company
from$17 million to more than $100 million—against stiff competition—during fifteen years
with that firm. Dick was actively involved in strategic planning and general management.
Preparation of business plans, acquisition studies, and two LBO opportunities added depth.
Earlier, Dick was responsible for all commercial marketing efforts in New England for Mobil
Oil Corporation. In prior positions, he directed Mobil’s U.S. general aviation marketing
program, and was a successful marketing representative in California.
Dick graduated with honors in business administration from California State Polytechnic
University and he also holds an Associate degree majoring in engineering from Fullerton
College. His marketing and business management articles appear nationally in Modern Tire
Dealer magazine and other publications.
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