In conditions of high competition and a rapid change in market conditions, any company sooner or later faces a comprehensive analysis of its activities. A business audit is a tool that allows you to get an objective picture of the current state of the enterprise, to identify growth zones and weaknesses, as well as develop a plan for specific measures to increase efficiency. In this article, we will examine in detail the main stages of the process of consulting analysis of the company: from the primary interview to the final report with recommendations. Practical examples and comments will help to better understand how the finished result is formed and what benefits the customer receives at the end of the audit.

Stage 1. Primary interview and information collection

Any audit work begins with acquaintance of consultants and representatives of the company. The primary interview allows you to establish contacts, determine the goals and areas of interest of the customer, discuss the format of the data provided and the timing of the work. At this stage, the project manager collects general information about the structure of the organization, key products and services, target markets and current financial situation.

Example: During an interview with the owner of a small production enterprise, the consultant asks questions about the dynamics of sales over the past three years, about the seasonality of demand and the availability of long -term contracts. Having received a general idea, the consultant forms a list of documents that must be transferred for a deep analysis: balance, profit and loss report, data on receivables and payables, organizational structure, staffing.

Stage 2. Analysis of financial indicators

After collecting primary documents, experts begin financial analysis. The purpose of this stage is to assess liquidity, profitability, turnover of assets and the effectiveness of capital use. Experts analyze accounting data, build horizontal and vertical reports, calculate key financial coefficients.

Example: for a company engaged in wholesale trade, calculate the coefficient of turnover of inventories, the average term of turnover of receivables and the level of profitability of sales. If the reserve turnover indicator is much lower than the industry standard, this signals the possible idle of goods in the warehouse and the need to revise the procurement and control policy.

Stage 3. Evaluation of business processes and operating efficiency

Financial figures reflect the result, but do not always explain the reasons for its achievement. Therefore, at the third stage, a detailed analysis of business processes is carried out: procurement, production, logistics, sales and after-sales service. Consulting specialists model current processes, identify “narrow places”, duplication of functions and ineffective areas.

Example: on the example of the service company, the consultant conducts the process of providing the service from the first customer appeal to the completion of the sale. Delays in the approval of commercial offers and low processing speed of incoming requests are revealed. The report gives a recommendation to introduce the CRM system and the redistribution of functions between marketing and sales departments.

Stage 4. Assessment of the organizational structure and personnel potential

Organizational structure is the basis of sustainable company growth. Consultants conduct interviews with the heads of units, examine the staffing staff, analyze the role of each department and the degree of responsibility of employees. On the basis of the data obtained, the matrix of authority is built, the sufficiency of staff qualifications and the presence of motivational mechanisms are evaluated.

Example: At the enterprise with a production cycle for more than 30 days it is found that the supply department does not have a responsible person to control stocks, and the functions of negotiating with suppliers are distributed inconsistently between two managers. The consultant proposes to appoint a supply coordinator and develop a regulation of interaction with contractors to reduce downtime risks.

Stage 5. Risk Analysis and SWOT analysis

After studying internal factors, consultants proceed to assessing the external environment: competitive threats, market capabilities, regulatory and economic risks. The SWOT technique is used, which allows to reduce the strengths and weaknesses of the company and potential threats and capabilities to a single matrix.

Example: For IT companies, the strengths will be: a highly qualified team, the availability of their own solutions and the loyal base of customers; weak - limited financial reserves and narrow specialization. Opportunities: growth in demand for digitalization, state grants; Threats: the emergence of new foreign players, fluctuations in foreign exchange rates. The SWOT matrix gives an exhaustive list of risks and points for development.

Stage 6. Financial modeling and forecasting

Based on the results of the analysis, consultants build a financial model that demonstrates the forecast dynamics of key indicators in different development scenarios: conservative, basic and aggressive. The model takes into account the planned increase in revenue, a change in cost, investment in marketing and the modernization of a production park.

Example: For the basic scenario, the model reflects an increase in revenue by 15% due to the expansion of the client base, while the planned Capex is laid in the amount of 10% of the total income. In an aggressive scenario, 30%growth is predicted by entering new markets and attracting borrowed financing. In parallel, the calculation of the break -in and analysis of the sensitivity to a change in key parameters is calculated.

Stage 7. Preparation and presentation of recommendations

The culmination of the audit is the final report, including a brief overview of the work done, conclusions for each of the stages and detailed recommendations. The document is drawn up in an understandable form with graphs, tables and visual schemes so that the management can quickly evaluate the main directions of changes. In addition to the text of the report, a presentation is often prepared for the board of directors or investors.

Example: three main recommendations are allocated in the wholesale company: to automate the stock accounting process, revise the price policy for the most slowly wrapped goods and introduce KPI for the sales department. Each proposal has a detailed travel map with an indication of responsible persons, terms and expected effects.

Conclusion

A business audit is a multifaceted process that requires coordinated efforts of consultants and employees of the company. Each stage, from the primary interview to the presentation of reporting materials, complements the overall picture and helps the leadership to make informed decisions. As a result of a qualitative audit, the customer receives a detailed analysis of the current state, identified problems and ready -made tools to solve them, which significantly increases the chances of strengthening market positions and steady growth.

The use of a step -by -step methodology for consulting analysis allows not only to eliminate operational difficulties, but also to lay strategic development foundations. The consistent implementation of recommendations based on proven practices and financial calculations provides a long -term effect and transparency of the processes. That is why a business audit becomes an indispensable tool for companies striving for professional management and constant improvement.