Find out how effective your business is
in just 30 minutes!
Absolutely FREE!

I personally oversee all key tasks to ensure that our production department has everything it needs to work.

Sometimes we have cases of theft or irregularities at work.

Sometimes we have delays in payroll.

We have an employee in charge of regularly communicating with our clients regarding customer satisfaction.

We do not track the exact number of new customer prospects and leads who contact us.

I personally hire most of the new employees.

All the fixed assets (equipment, machines, materials etc.) are known and recorded by our accounting department, and managers know their exact present value.

Mainstream media (newspapers, magazines, websites, search engines, etc) never mention us in their publications.

Executives check the progress and execution of our long-term (strategic) plans at least once a month.

We spend more than 1% of our company’s gross income on promotion.

We regularly share news about our activities through mainstream and social media, mailings and other outlets.

We do not have standard sales materials. Each sales person decides what to use and how to use it.

There is a payment approval for every transaction with our suppliers on a daily basis.

All incoming calls to the company are received professionally and transferred quickly and accurately.

We regularly analyze deviations from our quality standards and handle them accordingly.

In an effort to keep our overhead under control, we do not hire new employees.

There is no sense in company expansion as it increases expenses and reduces profits.

There is a library of resources, whether paper or electronic, that employees can use for reference.

If the company conducts employee training, it only happens with my personal initiative.

Our employees often lack the understanding of how their work affects other employees and the company as a whole.

There are printed/electronic materials that are used in our sales process to help the customer better understand the value of our services and products.

The aesthetics and appearance of our company and employees make a good impression on our customers and further their confidence in our products/services.

We constantly provide our partners with advertising materials so they can promote our company.

We have an executive who effectively handles the day-to-day management of the company.

Our sales team can easily name the key benefits of our products/services and answer pertinent questions regarding them.

We are aligned with several friendly organizations (not competitors) who recommend us to their customers.

Our sales team is not very knowledgeable in the various aspects of our products/services.

A new employee takes at least three months before he or she can produce results.

We almost never have a disruption in the production of our products/services.

I personally talk to our partners and existing clients to get new referrals and leads.

I personally prepare bookkeeping paperwork and prepare accounting.

The managers of the main departments report directly to me as the company owner.

Sales personnel often complain that we do not fully fulfill our obligations to our customers.

All contracts are drafted, reviewed, and approved by an attorney to ensure that they protect our interests.

We do not take any special actions to get referrals from our clients.

Entry-level employees rarely quit the company.

Key employees have individual programs designed to improve their performance and further their career qualifications and advancement within the company.

It seems I am the only one who checks and ensures compliance with company policies and standards.

On average, we spend less than $50 a year on increasing job capabilities and overall competence for each employee.

We can’t make a production plan for our products/services that spans more than a couple of days because we’re constantly making changes.

From time to time, accounts receivable has to address customer disagreements for overdue payments.

Our sales department gets a lot of new leads every week.

Our main products/services do not have any distinct advantages over the products/services of our competitors.

Our regular clients rarely switch to our competitors.

We never train our employees but try to hire specialists who are already trained.

Due to shortage of supplies, the production of our products/services is sometimes disrupted.

At the last minute, we often discover that we lack something important for the production of our products/services.

We regularly conduct inspections to find out if our employees are complying with company policies.

We have a list of exact tasks, which, when executed, result in a certain sales volume.

The customers I personally work with, constitute the majority of our business.

Every division executive personally equips the workspaces of the employees under his or her supervision, with the materials required to do their work.

We at least 2 years worth of advanced plans and executives know what they need to accomplish.

It can be confidently said, the company is reliably protected against theft and fraud.

At any time, I can quickly get information from accounts receivable on any client.

Our production targets are always met and often exceeded.

We have an established system for planning and reporting where each manager submits weekly and/or monthly reports on their production results.

From time to time, I have to personally talk to clients in order to receive payments for rendered services.

We normally do not conduct inspections to determine our employees’ compliance with orders, policies and standard procedures.

There are ongoing quality control programs monitored by executives in our company.

Company representatives have not spoken at industry conferences or similar events in the past 6 months.

We don’t have a company-wide contacts database; each salesman keeps their own records.

Our advertising yields a high volume of responses.

Our customers think highly of the quality of our products/services and actively recommend us to others.

Our sales personnel are exclusively sales focused and are not distracted with the decision making in other areas.

I personally manage all the income activities.

We do not have system to reward individuals or organizations who refer clients to us.

I personally manage the production department, which provides our products/services, as I haven’t yet delegated this activity.

Normally, I have to personally handle unhappy customers.

In the past 12 months our profits have decreased.

We use payment plans for our clients, which helps rather accurately predict company income.

All necessary production supplies are purchased in a timely manner and on workable terms.

Company profit relative to the number of employees decreases as new employees are hired.

Our revenue and profits have been growing over 3 consecutive years.

I personally decide which bills must be paid and in what sequence.

We have visual materials that showcase our products/services.

I don’t have to personally put together descriptions of our products/services and business proposals; the company employees handle those tasks well.

Our executives are competent in planning and achieving targets related to improving the quality of our products/services.

We have an employee training curriculum, currently being executed and monitored.

The sales department is effectively divided into two areas: one that sells our main products/services and is responsible for the majority of our income, and one that attracts new customers for future sales.

An employment contract is more of a formality in our company than a way to protect our interests.

There is staff turnover among top executives and other professionals .

I have to be personally responsible for the appearance of our employees and the company itself.

In order to be certain that we will fulfill our obligations to customers, I have to personally approve production plans of our products/services.

Due to routine maintenance, production is rarely disrupted by tool and equipment malfunctions.

We often stray from standard bill paying procedures due to unexpected bills needing urgent attention.

Quality control is monitored only by the employees and managers actively involved in the production of our products/services.

The majority of employees report to me directly.

Our suppliers and partners always receive payments on time.

We continually improve the workload and refine job responsibilities of our employees, which results in enhanced company products/services.

Because we offer inexpensive introductory products/services, we have a large volume of potential customers for our primary products/services.

Our executives receive reports without delays.

Our employees never wonder how and using what methods they should communicate and relay information to other employees; the communication channels are clearly established.

If an employee needs something from another employee of a different department (as part of his or hers routine duties), they address the other employee directly and do not go through the manager.

There is a realistic sales plan for the next 4 (or more) weeks with exact targets necessary to achieve the desired sales volume.

We consistently ensure our employees are first to know any good news regarding the company.

We have a well-established system for interim quality control in the production process for our products/services.

During tax season our accounting and bookkeeping departments are too busy to perform their regular day-to-day duties.

We have an up-to-date, clearly defined organizational structure that allows our staff to understand their responsibilities and relationship to other staff.

An employee’s accomplishments may not always be acknowledged and/or rewarded by their manager or executive.

We have exact production timelines and targets for several weeks in advance for our products/services. In trade companies, this is the purchasing schedule.

Introductory new-employee training enables efficient study of basic company policy.

If one of our customers is unhappy, we see to it that the upset is handled and the customer is satisfied.

All company transactions are immediately reflected in our accounting records.

Our production plans have targets that encourage the production department to increase productivity.

In the last 3 years, the average quality of our products/services has decreased.

We do not have any special products/services, which are intended to attract a large quantity of new and potential customers.

We do not have accurate data on the workload required to perform actions in the production of our products/services.

In our sphere of activity, advertising does not produce results.

I would say that I have personally brought all new customers into the company.

We do not have exact figures that show changes in the quality of our products/services over time.

We do not need any promotional materials (booklets, brochures, posters, etc.) in order to make sales.

We have almost zero overdue accounts receivables; payments are frequently on time.

We always have a budget for expenses, which is prepared in advance; it allows the finance executive to make the necessary decisions about paying for services and materials.

The amount of current liabilities could create threats and problems for the company in the future.

I have an executive who I can totally trust to run the company.

If our competitors offer their services at a cheaper rate, we usually offer a discount to retain customers.