Growth and scaling
What will change in your processes, costs and team’s workload if sales grow?
A management methodology for business owners
See what shapes the value of your business.
You know your customers, your people and the history of important decisions. Before growing your business, planning succession or selling, you also need a clear picture of how these elements connect.
VBM Sprint® helps you connect your knowledge with business data and prepare the basis for an important choice. The decision remains yours.
For owners of small businesses facing an important choice about the future of their company.
The starting point
Your knowledge of the business is an asset.
Much of what you know is absent from reports. You remember why a customer stayed, what changed the way your team works and which solutions helped in difficult times.
VBM Sprint® is a methodology for working with the owner of a small business to develop a structured picture of the company before an important strategic choice.
Knowledge and data
We connect the owner’s experience with documents, data and observations. We distinguish facts from interpretations and assumptions.
Relationships
We examine how customers, finances, people and processes affect one another, and what might explain the situation we observe.
Explicit unknowns
We identify missing information and questions that cannot yet be resolved. This makes the limits of our findings visible.
Important choices for the owner
Before deciding on the future of your business.
Different situations require different data. What they share is the need to understand what matters for the value of the business.
Succession
Which relationships and capabilities depend on the owner, and which remain within the organisation?
Selling or seeking an investor
What data supports the picture of the business, and which beliefs about its potential need to be checked?
A new market or business model
Which sources of advantage might work in a new context, and what do we still need to learn about it?
Staying with the current direction is also a possible choice. What matters is the basis for that choice.
An example to consider
Growing sales change more than revenue.
More orders can put pressure on processes. Delays can increase the cost of serving customers and affect customer relationships. The implications of growth for business value become clearer when you consider these effects together.
This is an illustrative example. In a particular business, each of these relationships needs to be checked against data.
What creates business value?The outcome
Know what your choice is based on.
We organise the relevant findings, possible explanations and consequences, making clear how they shape the available options and where uncertainty remains.
VBM Sprint® does not guarantee the right decision or an increase in business value. It prepares a structured and explicitly justified basis for the owner’s choice.
How VBM Sprint® worksInitial assessment
Start by answering questions about your business.
The public assessment organises your answers into a profile of what you report about your business. It is a starting point for further questions and checking the data.
The questionnaire alone does not replace work with the methodology or a business valuation.