Question 1: What happens in your company if you cannot be reached for four weeks? Question 1 · Dependence on the owner
What happens in your company if you cannot be reached for four weeks?
Much comes to a standstill: customers, quotes and decisions wait for you. Day-to-day business continues, but important customers and decisions wait for you. It largely keeps running; only a few key matters need you. It keeps running without you; deputies and decision-making powers are in place.
Question 2: Apart from you, who runs sales, engineering and finance today, and how long have they been doing so? Question 2 · Second tier of management
Apart from you, who runs sales, engineering and finance today, and how long have they been doing so?
No one; everything goes through you. Experienced specialists without management responsibility. A second tier for individual areas. A complete, well-established second tier that wants to stay.
Question 3: What percentage of your revenue comes from your largest customer, and how much from your three largest combined? Question 3 · Customer concentration
What percentage of your revenue comes from your largest customer, and how much from your three largest combined?
Question 4: Which important contracts are in your personal name or end when the owner changes: customer and supplier contracts, leases, licences? Question 4 · Transferable contracts
Which important contracts are in your personal name or end when the owner changes: customer and supplier contracts, leases, licences?
Key contracts are personal or end on a change of owner. Some important contracts depend on you personally. Transferable, but some only agreed verbally. All key contracts in writing and transferable.
Question 5: What share of your revenue recurs regularly, for example from framework agreements, maintenance or loyal regular customers? Question 5 · Recurring revenue
What share of your revenue recurs regularly, for example from framework agreements, maintenance or loyal regular customers?
Almost only one-off orders. Regular customers without contracts. A noticeable share through framework or maintenance agreements. The larger share recurring and secured by contract.
Question 6: Which figures do you see every month? And how quickly could you produce the annual accounts for the last three years, a business plan and the most important contracts in good order? Question 6 · Figures and documents
Which figures do you see every month? And how quickly could you produce the annual accounts for the last three years, a business plan and the most important contracts in good order?
Only the annual accounts, documents scattered. Monthly management accounts; the rest would have to be tracked down. Monthly reporting, documents mostly in good order. Planning, controlling and orderly filing that a buyer could review straight away (a data room).
Question 7: Where will your company be in three years, and what is that based on: orders, market, investments? Question 7 · Planning and growth
Where will your company be in three years, and what is that based on: orders, market, investments?
No clear idea. An idea without figures. A plan with figures, partly substantiated. An evidenced plan covering order book, market and investments.
Question 8: Who owns the company, and does it also own the property, trademarks or patents the business needs? Question 8 · Ownership and structure
Who owns the company, and does it also own the property, trademarks or patents the business needs?
Unclear or fragmented. Clear, but important assets are held outside, with no arrangement in place. Clear; assets held outside are governed by contract. Clear and entirely within the company or properly leased to it.
Question 9: What knowledge exists only in individual people’s heads, for example on technology, customers or in-house software, and how is it secured? Question 9 · Knowledge held by individuals
What knowledge exists only in individual people’s heads, for example on technology, customers or in-house software, and how is it secured?
Key knowledge with one person, not secured. With a few people, hardly documented. Partly documented, deputies in place. Documented and spread across several people.
Question 10: Are there issues a buyer would find: litigation, an open tax audit, an investment backlog, gaps in IT security, grants with conditions attached? Question 10 · Open issues for a buyer
Are there issues a buyer would find: litigation, an open tax audit, an investment backlog, gaps in IT security, grants with conditions attached?
Several significant open issues. One significant open issue. Minor issues, known and solvable. No known open issues.
