WO2017031474A1

WO2017031474A1 - Business management & development systems

Info

Publication number: WO2017031474A1
Application number: PCT/US2016/047909
Authority: WO
Inventors: Brandon DAWSON; Mason WALKER; Misty STERN; Samuel CONNON; Omar ROMERO; Casey DEGROOT; Maggie CARTER; Oca HOEFLEIN; Mike Hunter; Annie CHA; Kelsey FLEMING; Ron BARRETT; Tyson EDWARDS; Lesley DODSON; Rich MOEHL; Natalie WORKMAN
Original assignee: Attain Growth, Llc
Priority date: 2015-08-20
Filing date: 2016-08-19
Publication date: 2017-02-23

Abstract

Business development and management system help to evaluate various characteristics and/or business metrics of an individual business or a group of businesses. The individual business or each of the businesses in the group of businesses are ranked and/or compared to each other based on one or more of the evaluated characteristics and/or business metrics. A business growth plan can be developed for any of the businesses based on the evaluation and comparison of the business(es) to the other businesses in the group.

Description

BUSINESS MANAGEMENT & DEVELOPMENT SYSTEMS

BACKGROUND

[0001] Business management is difficult and requires careful strategic planning in addition to providing quality good and/or services. Management duties include generating new business, assessing internal procedures, evaluating liabilities and tax implications, tracking revenue and operating costs, evaluating and managing employees and owners, among many other duties. The skill set required to perform each of these tasks well is vast and oftentimes someone without at least a portion of management skills is a decision-maker. Sometimes, these decision-makers make business decisions based on incomplete, uneducated, or uninformed information. Generally, in large corporate environments, a highly skilled group of people comes together and each performs the duties in his or her respective area of expertise.

[0002] However, start-up, small, emerging and even mid-sized businesses oftentimes cannot engage with experts in all of the various typical areas of expertise that are needed to efficiently run a successful business - business development, finance, operations, technology, management, human relations, etc. Some business leaders in these types of businesses take on tasks for which they may not have the necessary skill set or take on too many tasks even though they might have the necessary skills. Help is oftentimes sparse and business leaders find themselves needing to make tough choices on where to allocate resources like time and budget. Sometimes the tough choices are made in a business that correct or solve an immediate problem without consideration for or without enough consideration for long-term strategic business planning.

[0003] In another setting, many business owners are very good at providing the goods and services in their respective industries, but they may not be educated or highly skilled in operating a successful business. For example, many professionals, like doctors, lawyers, accountants, consultants, and the like are excellent at providing patients and clients with high quality professional services. However, these professionals may not have the knowledge, motivation, or interest to operate and successfully manage their businesses. Without successful business management, the professionals' businesses are not successful or they underperform even when the professionals themselves provide excellent, high quality services to patients and clients. Likewise, other professions from consumer goods companies to contractors face the same business management challenges. Strategic planning and careful business management is the key to any business' success.

[0004] Business managers and consultants oftentimes advise businesses on how to operate in a successful manner. However, while some of the business managers and consultants may specialize in a particular industry, they do not frequently assess the business revenue generators and/or revenue product lines internally nor do they have access to do a competitor analysis or market study analysis to compare the business' performance against other similarly-situated businesses. Such business managers and consultants tend to focus only on the business operations of the single business being analyzed and may or may not perform any internal assessments of the revenue generators and/or the revenue product lines and services of the business. The business managers and consultants try to improve operating efficiency with where the business is rather than focusing on where the business could be and developing a plan to bridge the gap between the present business operations and how the business could be operated.

[0005] Therefore, the art of business management could benefit from methods and systems that help improve business operations, performance, and development in an effective and efficient manner.

BRIEF DESCRIPTION OF THE DRAWINGS [0006] FIG. 1 is an example business management and development system.

[0007] FIG. 2 is an example business evaluation and action plan creation process.

[0008] FIG. 3 is an example business comparison and evaluation process.

[0009] FIG. 4 is an example action plan generation process using the data of FIG. 3.

[0010] FIG. 5 is an example business assessment generation process using the data of FIG. 3.

[0011] FIG. 6 is an example process of storing evaluated business data for use in future business evaluations.

DETAILED DESCRIPTION

[0012] The disclosed methods and systems of business management and development help businesses to evaluate various performance characteristics, assess areas of strengths and weaknesses in the performance characteristics, optionally compare the individual business' strengths and weaknesses against other similar businesses on some portion or all of the performance characteristics, and optionally predict future growth and/or create a

transformational growth plan based on the evaluation, assessment, and comparison of the individual business. These processes can be used to evaluate and develop one or more business(es)' progress and their potential.

[0013] Other aspects of the disclosed methods and systems monitor multiple businesses on various performance characteristics and analyze the monitored data in various ways. One or more ratings can be assigned to each of the individual businesses in the group and/or other evaluation tools and processes can be used to evaluate the performance of the individual businesses in each of the performance characteristics. Various rankings and/or other comparisons can be created to evaluate an individual business' performance in a particular performance characteristic to one or more other businesses in the group of businesses. Evaluating business performance

[0014] In the context of both assessing the individual businesses and comparing to the other businesses in a group or in evaluating the group of businesses as a whole or a portion of the whole, high performance can be determined for each of the performance characteristics. High performance can be determined in a variety of ways include performing relative comparisons of an individual business' performance to the performance of one or more other businesses and rating, ranking, and otherwise generating performance data comparing the individual business relative to the other business(es). High performance generally means that the business is doing well in a particular performance characteristic, which is typically indicated by an evaluation of the tracked and evaluated objective data and, optionally, the subjective data.

[0015] Some businesses do not perform well in one or more of the performance

characteristics. For example, as discussed above, high performance could be determined by the top 20% of the businesses in a group of similar businesses being evaluated individually with respect to the group performance. Another category of performance could be a stagnant performance, which indicates that the business is not growing, although perhaps not declining, in the performance characteristic. A stagnant performance is one in which the business is not meeting its goals and is not growing in the desired way for one or more performance characteristics.

[0016] Yet another category of performance could be a declining performance, which indicates that the business is declining or worsening in the performance characteristic. A declining performance is one in which the business is falling below its goals and is worsening in the one or more performance characteristics. While these examples separate the performance standards into high performance, stagnant performance, and declining performance, any suitable number of performance categories could be used. Further, even within a category, such as the high performance characteristic, sub-categories could be used, such as remarkable performance, excellent performance, great performance, and good performance.

[0017] Still further, other performance categories could be used like an improvement and weakening category. A business that is improving in a particular performance characteristic can be given in substitution of or in addition to the performance characteristic (i.e. , high, stagnant, or declining), an improvement standard, such as "improving," "static," or

"weakening." For example, a business was evaluated and assigned a declining standard in a performance characteristic and when re-evaluated at a later time for the same performance characteristic and then assigned a stagnant or high standard to that characteristic. Such a business could additionally be assigned a standard of "improving." Likewise, if a business receives a high performance standard for two or more consecutive evaluations in a performance standard without further improvement, then the business might receive a high performance standard, but also a standard of "static" because the business did not improve in that performance characteristic.

[0018] A business could be assigned different levels of performance in different performance characteristics. In some examples, each business in the group is evaluated on multiple performance characteristics. A business could perform well and receive a high performance standard for a portion of the multiple performance characteristics. The business could also not perform so well and receive a stagnant or declining performance standard for another portion of the multiple performance characteristics. The businesses, as a whole, are evaluated on the multiple performance characteristics to discover both strengths and weaknesses that are each evaluated to see what the business is doing right and where the business could improve. [0019] Alternatively or additionally, each of the businesses in the group can be evaluated relative to one or more predetermined performance standards. The predetermined performance standards can be based on any suitable data like historical performance analysis and goal setting, desired growth goals, projected business goals, competitive advantage or market share goals, and the like. The predetermined performance standards are not entirely dependent upon the performance of the other businesses in the group, although they can be dependent or calculated from the performance of the other businesses in the group in some ways.

[0020] The businesses that are grouped together for purposes of performance evaluations can share similar characteristics in some ways. For example, the businesses can be grouped together because they share any one or more similar or characteristic(s) like the type(s) of product(s) and/or services provided, the number of professionals in the business, the geographic location of the business, the population surrounding the business, patient drive time to reach the business, the type of business structure of the business, among other characteristics. The group of businesses compared to each other can change depending on the performance standard being evaluated. For example, if the internal products sales of each professional in a particular business with multiple professionals is being evaluated, the group of other businesses to which the individual business is evaluated and compared has a similar number of professionals.

[0021] In another example, if the market share of an individual business is being evaluated, the group of other businesses to which the individual business is evaluated and compared has similar population density in the surrounding geographic region and may also have similar patient drive times to reach the business. Sometimes, businesses with seemingly disparate characteristics in one or more area may still be compared to each other with the application of a correction factor to the analyzed data, such as a revenue adjustment based on local price differences between businesses in different geographic locations that differ based on market demand for price or costs of the provided products and services. Any known or developed correction factor can be applied, as desired, to increase or alter the group of businesses that are compared.

[0022] Returning to the concept of identifying high performance in the performance standards, dynamic or stable thresholds can be set. High performance can consider any objective data, such as relevant data generated about a business in a particular performance standard, and/or subjective data, such as data showing a business' investment in business development, marketing, education, and the like. The performance thresholds can be relative to the performance group of evaluated businesses or can be a predetermined threshold. The relative thresholds can identify a group of high performing businesses as compared to the other businesses in the group of businesses being evaluated, such as the top 20% or top 10% of businesses in one or more of the performance standards for the group of businesses being evaluated. Any suitable grouping of high performance standards can be set.

[0023] Altematively, the high performance standards can be a predetermined threshold, such as a revenue goal, an operations costs goal, a sales goal, and the like. Such predetermined thresholds can be set, without comparison or in addition to the performance of the other businesses in the group. Multiple performance standards or "tiers" can also be set. For example, a high performance threshold, an excellent performance threshold, and a remarkable performance threshold can correspondingly indicate an increasing performance by the business in a particular performance standard. More specifically, each threshold in a multi- tiered threshold structure could be assigned a particular performance threshold and/or predetermined threshold, as discussed above.

[0024] In one example structure, the high performance threshold includes the top 20% of the businesses in the group in a particular performance standard, the excellent performance threshold includes the top 10% of the businesses in the group in the same performance standard, and the remarkable performance threshold includes the top 5% of the businesses in the group, again in the same performance standard. Even further, the top business in the entire group of businesses could be identified in each of the performance characteristics and each individual business could then be compared to the top business in each performance characteristic. Sometimes, a business is the top business in more than one performance characteristic and other times multiple businesses are the top businesses in each respective performance characteristic. As with a single threshold structure, the multi-tiered performance evaluation structure can include both relative threshold and predetermined thresholds, as desired.

[0025] The performance characteristics discussed here can be any data generated about a business' performance, which includes both subjective data and objective data. The subjective data can include any data that is difficult to define in numbers or evaluate in outcome. For example subjective data can include activities that one or more members, professionals and/or the staff members, of a business perform that are not directly trackable as a definitive, numerical outcome, such as marketing, business development, relationship building, training, education, speaking engagements, publications, and the like.

[0026] The objective data about a business includes data with numerical results, like profits, product sales, services revenue, client/patient conversion from initial meeting to a sale(s), comparative sales between professionals in the same business, etc. The objective data includes any metrics about the businesses measured in facts and figures. The metrics are trackable business processes that assess the state of the business and can indicate the health of the business in one or more performance characteristics. The objective data is results and, with analysis and comparative study, can be indicative of a predicted future growth trajectory. [0027] In a similar way to the comparison of the individual businesses to the high performers in the group of businesses, another comparison can be done between the individual businesses and the top market share competitor businesses. The top market share competitor businesses are those businesses that have the largest market share in a defined geographic region, such as town or city or within a particular radius of the business being evaluated. Additionally, the top market share competitor businesses could be a business in a similar geographic region even if the competitor is not geographically proximate to the business being analyzed, such as top market share businesses in cities with a certain population range like 300,000 - 500,000 or 1,000,000 - 1,500,000 people.

[0028] Because a business' market share indicates the percentage of a defined market that is accounted for by the business, market share indicates success in a different way than high performance might indicate. Large market share and/or increasing market share indicates that the business is attracting a large and/or growing number of customers or patients, respectively. Oftentimes, businesses that are improving their market share are also performing well in one or more performance characteristics so overlap between these two indicators exists. However, sometimes, market share could be based on business models, business structure, staffing, pay or profit structure, marketing, price competition, and other factors that may or may not correlate to high performance. To perform a comprehensive review of the businesses, each business is evaluated and then compared to both the high performers and the top market share competitors across the network of businesses.

[0029] Like the high performance businesses, the top market share businesses can be divided into various categories, such as top market share, large market share, and average market share. Each category could be associated with a corresponding percentage of the market share, such as 20% market share corresponding to the top market share, 15% market share corresponding to the large market share, and 10% corresponding to the average market share. The top market share competitor is also identified, in some examples, and can the used as the example to which the other businesses are compared in the market share category. As with the high performance, each business can be evaluated and compared to the top market share competitor.

Frequency of business evaluations & re-evaluations

[0030] Any of the disclosed methods and systems or any portion of them can be implemented to evaluate and compare a business at any time. Oftentimes, businesses undergo annual and perhaps quarterly detailed analysis, which may include similar analysis but with different evolving data. Some performance standards may be analyzed at different time intervals - product sales and services revenue could be tracked, analyzed, and compared monthly while market share is tracked, analyzed, and compared annually. The timing of the tracking, analysis, and comparison of the performance standards is based, at least in part, on the inherent differences in each performance standard and the nature of the performance characteristics. Some performance characteristics change and evolve slowly, like market share, while other performance characteristics change and evolve monthly and even weekly, like products sales and services revenue.

[0031] For the example, for methods and systems in which an action plan is or has been generated, the plan has various performance goals with associated action items on how to reach those goals for one or more performance characteristics for a business. After the businesses initial evaluation and the generation of the action plan, the business' progress towards reaching or exceeding the goals can also be tracked, analyzed, and evaluated. The progress tracking for the business' action plan can occur at any desired time interval(s). In an example, the time intervals are set to evaluate the business' progress on some of the performance characteristics every week and to evaluate other performance characteristics every month and yet others every quarter.

[0032] The timing of when the tracking, analysis, and evaluation of the performance characteristics for the business with an implemented action plan can be dynamic and can evolve over time. A dynamic plan may customize the tracking, analysis, and evaluation of the business based on the business' ever-evolving growth, potential, and attained goals. A healthy business is dynamic, not static, and changes constantly although the degrees of change may vary. Therefore, the action plan changes with the business' changing needs to reflect a new set of tracking, analysis, and evaluation to perform on the business under the changed circumstances.

[0033] The action plan is not only dynamic; it is also customized to the business. For example, a business may devote time and resources to improving one particular performance characteristic, like products sales or conversion rates of initial patient meetings to sales. While the business is probably not ignoring other aspects of its management, it is focusing increased time and resources to the selected performance characteristic. In some examples, the selected performance characteristic is a standard in which the business historically does not perform well or in which the business wishes to improve for any reason regardless of the beginning level of performance. As discussed above, a business with an action plan is tracked and then evaluated at a particular time interval. If the business shows improvement in a performance standard, the goals and action items may be adjusted to further increase the business' success in that particular performance standard or the goals and action items may be re-evaluated at a later time.

[0034] The action plans can include periodic re-evaluations of the business. The periodic re- evaluations can be performed at regularly-set time intervals or can be performed, on demand or scheduled, after certain events, such as the end of a fiscal year for the business, after the business has a senior professional retire, after the business merges with another business, or after the business hires professionals or staff members. The periodic re-evaluations are typically performed on all businesses regardless of whether the business is performing well or not.

[0035] The frequency of the tracking, evaluating, and determining a business' performance on any one or more of the performance characteristics can be adjusted based on a business' performance. If a business is evaluated and is determined to be generally doing well in a grouping of performance characteristics and the business has a positive business growth plan, then the business may be placed on a maintenance evaluation plan. For businesses that are tracked, evaluated, and are found to be performing in a stagnant or declining standard in one or more performance characteristics, the frequency of the tracking and evaluation may increase from a maintenance-type plan to an action-type re-evaluation plan.

Business plans generated from evaluations

[0036] All or any portion of the tracked/monitored and evaluated data about a business is used to create a business plan. The business plan can include one or both of a predictor of future growth performance and an action plan. The predictors of future growth performance and the action plans can be created based on any of the data, such as the historical performance characteristics about the individual business, the comparison of the individual business to the high performing businesses in the group, and the comparison of the individual business to the top market share competitors in the group. The predictor of future growth performance includes generating projected outcomes in one or more of the performance characteristics for the business based on the analyzed data. The action plans create actions, procedures, behaviors, and goals with specificity to map a good path forward for the business. Businesses oftentimes benefit most from both a future predictor and an action plan although either a future predictor or an action plan can be implemented without the other.

[0037] Future predictors generate progress rates in various performance characteristics for a business. A progress rate is the rate at which the business has been growing, staying stagnant, or declining in the performance characteristic based on the tracked historical data. The progress rate is more complex than charting historical data for a performance characteristic; rather, the progress rate is an analysis of the historical data, based on known and developed algorithms, for finance, operations, sales, marketing, and other areas of the business. The progress rate analysis may differ between performance characteristics.

[0038] The progress rate is used to generate projections of how the business is likely to perform in the future in each or a portion of the multiple performance characteristics. While the progress rate is an estimation of future events, which in this case is the future

performance of the business, it is rooted in historical performance data and is a good indicator as to the future direction the business will take. The progress rate also gives a business an opportunity to identify its estimated progress and to make adjustments to improve the progress, if desired.

[0039] As discussed above, an action plan can be created for the business based on the tracked data and analysis. The action plan can be in addition to or in substitution of the predicted future growth. Many businesses want to both see the future predicted growth to see their estimated future trajectory and to make adjustments, if necessary, and also to generate an action plan to help the business reach those goals. The future predictors and the action plans can be generated in parallel or the future predictors can be generated before the action plan is generated. The future predictors and the action plans take the historical data, the analysis, the comparisons, and any other indicator and additional information and begin the future strategy plan for the business. The future strategic plan propels the business into the future well educated on the past and with a vision of how to create a great future.

Transformational growth plans

[0040] One type of action plan is a transformational growth plan. A transformational growth plan implements specific goals, actions, procedures, and evaluation processes to transform the business 's growth potential into the best version possible. Oftentimes, conventional action plans focus on evaluating the internal operations of a business and building a plan solely on the internal evaluations with perhaps some publicly known market analysis of competitors. Financial information of any kind, including market share, performance of professionals, profits, revenue, operations costs, and the like are not publicized. Gaining access to comparative data on another business' financial information is extremely helpful in evaluating each business' strengths and weaknesses and then building a transformational growth plan and executing the plan.

[0041] Transformational growth plans are unique in many ways. First, as discussed above, their action items, procedures, specific goals, and continuing evaluation processes are based on data from a collective group of businesses that are relatively similar in one or more respects. The collective data transforms an action plan for an individual business that is based entirely on the business' internal evaluations into a dynamic, synergistic plan that capitalizes on the strengths of a group of businesses. The transformational growth plans use the collective data to benefit the individual businesses by performing the comparisons between the individual business' performance and the other businesses in the group, as described above.

[0042] Conventional business management includes the internal comparisons and projections, as discussed throughout this application. Generally, conventional business management sets goals based on the evaluations of the business' internal operations. The purpose of the transformational growth plan is to broaden the scope of analyzing the business, with the tools of accessing a wide range of information from other business' financial, marketing, operations, profits, management, technology, and the like. In a transformational growth plan, the data universe from which the action items, procedures, specific goals, and continuing evaluations are generated is much larger than the individual business - the data universe is as large at the group of businesses is large. An individual business can capitalize on and learn from the entire group rather than the narrow data set and evaluations of its own operations alone, which creates an advantage for every member of the group.

[0043] The action items included in the transformational growth plan help to bridge a gap between the individual business' current level of belief or understanding of the business' future and potential and the possibilities of what the business could achieve with a large network of information and evaluation tools and ideas from other similar businesses. The culture in the transformational growth plans is one of collegiality, openness, and success with a healthy dose of competition. The support provided by the network of other businesses when an individual business creates a transformational growth plan creates a collaboration among the member businesses of the group to succeed because each individual business is given tools provided by the other businesses that would not otherwise be available to the individual business in a conventional business management system that only includes the individual business.

[0044] As briefly mentioned above, many businesses have a limiting version of their growth and success potential based mostly on the conventional approach to analyzing a business by itself. When the business' true potential for its success and growth is discovered, the business can develop clear action items, procedures, specific goals, and continuing evaluation processes to reach the true potential. Almost always, a business' true potential exceeds the business' current belief of its potential. Changing the core belief of a business by raising its belief in its the growth and success potential significantly increases the likelihood that, with the help of the network of data and other knowledge, the business will achieve much higher growth and success than if the business did not have a transformational growth plan.

The opportunity zone

[0045] One way for a business to identify the gap between its current level of belief in its own growth and success potential and the greater possibility of growth and potential is to identify and capitalize on the business' opportunity zone. An opportunity zone is the difference between the business' perceived growth and success potential and its possibility for transformational growth, as discussed above. An example opportunity zone begins by identifying a range of potential, in terms of some performance characteristic like profits, revenue, and/or market share. The identified range is determined from the comparison of the individual business' tracked data to the data from the other businesses in the network and can translate into results like the potential for increase in profits for the owners of the business without requiring the professional(s) and/or staff members to work harder or increase operations costs.

[0046] The opportunity zone also helps a business identify areas in which the business can focus to maximize results. For example, a business can identify the performance characteristics in which the opportunity zone is determined to be very large, which might indicate the chance for relatively small changes in the business strategy to result in large increases in growth and/or success. Also, identifying the opportunity zones for the performance characteristics helps the business self-assess strengths and weaknesses and choose to invest resources in improving the weaknesses and/or further improving the strengths.

[0047] The opportunity zone can also add some objectivity to the process of determining a business' growth and success potential. Oftentimes, a business' perceived potential includes a mix of objective analysis of data internally generated by the business and subjective analysis of how to interpret the data. The opportunity zones can standardize and objectify the business' possible potential because the same data analysis is used to evaluate each business, which makes the analysis uniform and leaves little room for subjective interpretation of the data. Increasing the uniformity and objectivity of the data analysis increases transparency with the individual business and increases accountability for the business to perform the action items, procedures, specific goals, and continuing evaluation processes from the transformational growth plan.

The Magnitude of Impact Scale

[0048] Some example business management methods and systems have businesses that have multiple professionals and multiple staff members. Each professional and staff member in a business impact the business in some way. Analyzing each individual professional and staff member's contribution to the business helps to build awareness within the business of areas of the greatest opportunity for a business to grow. Each individual professional and staff member can be tracked, evaluated, and compared to the other professionals and staff members, respectively, in the network of businesses in a similar way to the tracking, evaluation, and comparison of the business, as a whole, to the other businesses in the network.

[0049] Each professional and staff member can be assigned a rating or can be ranked within the business and/or within the entire network of businesses. The rating can correspond with a "magnitude of impact" scale that assigns the professional and/or staff member a level at which that individual impacts the business. Some example scales may include poor, average, good, great, excellent, and remarkable ratings, which increases in quality from poor towards remarkable. Each individual is evaluated using the same three areas that are used to evaluate the businesses as a whole - internal, other high performing individuals, and other top market share individuals. Internal evaluations can show comparisons between individuals within the business while the evaluations to other high performing and top market share individuals compare the individual to others outside of the business.

[0050] FIGS. 1 -6 show examples of the disclosed business management methods and systems.

[0051] FIG. 1 illustrates an example business management and development system 100. The business management and development system 100 includes multiple modules or portions, including an assessment criteria module 110, a database 120 and an evaluation module 150, that evaluate a business 140 to generate a business assessment 160 and/or an action plan 170. Multiple aspects of the business performance and market position are considered in relation to comparison businesses and/or the business' industry as a whole or average. Comparison businesses can include those businesses of similar size, businesses in a similar geographic region, businesses in the same or a related industry, other businesses having comparable qualities or some combination thereof.

[0052] The assessment criteria module 1 10 can include a set of performance characteristics 1 11 and industries 114 having associated performance characteristics 115. The performance characteristics 1 1 1 can be business performance and management characteristics, traits or aspects that are used in evaluating a business. These performance characteristics 1 11 can be based on subjective data 112 and/or objective data 1 13. [0053] An example performance characteristic 11 1 can include revenue, such as gross income. This performance characteristic will have a certain monetary value that is real and known, thus the example revenue performance characteristic would include objective data 113. Another example performance characteristic 11 1, such as employee satisfaction, can be based on subjective data 112. Employee satisfaction is a subjective quality as it relates to how the employee feels. While this quality can be quantified, the quantification is ultimately based on subjective data. Other example performance characteristics 1 1 1 can include both subjective 112 and objective data 1 13, such as performance characteristics regarding the business outlook or future performance. While some of such a performance characteristic will be based on tangible, objective data 1 13, such as profits, market share, etc., another portion of the performance characteristic can be based on employee/public perception of the business and its success, which is subjective data 112.

[0054] As part of the performance characteristics 1 11 , the assessment criteria module 110 can include questionnaires or surveys that can be used to collect the required subjective 112 and/or obj ective data 113 that will be used to quantify or calculate a value for the

performance characteristics 1 11 during an evaluation or assessment of a business. The survey and/or questionnaire can provide a system or method of assigning a value to subjective data 112, allowing the subjective data to be compared to similar subjective data of other businesses and/or industries. The scoring or assignment of numerical values to the responses to the survey or questionnaire can be performed automatically using a scoring rubric or algorithm associated with the performance characteristic 11 1 of the assessment criteria module 1 10. An example questionnaire can include questions asking for strength of a response to a statement, such as prompting the user to indicate if they strongly agree, somewhat agree, neutral, somewhat disagree or strongly disagree with the presented statement. While many performance characteristics can include similar or same statements, an algorithm for each of the performance characteristics can assign different weights to a user's response. For example, a user's response indicating a somewhat agree response to a statement can include a first weight in a first algorithm used to calculate a value of a first performance characteristic. For a second performance characteristic, a second algorithm can assign a second weight, different than the first weight, to the same response of a user to calculate a value of the second performance characteristic. This can streamline the data collection process since responses of a single questionnaire or survey can be used to calculate values for multiple performance characteristics. The algorithms and rubrics used to score or assign values to various performance characteristics can evolve depending on changes to the industry, economy and other source of impact that can affect a performance characteristic. For example, based on industry trends 128, the system 100 can determine that a value of an element of a performance characteristic has changed or is anticipated to change based on the industry trends 128. That particular element, such as the percentage of employee vacation time used, may have had a minimal impact on a performance characteristic, such as customer retention rates, initially, but industry trends 128 could indicate that employee satisfaction, of which the element contributes to, is becoming more impactful on the performance characteristic. The algorithm calculating a value for a customer retention rate performance characteristic can now weight the element, percentage of employee vacation time used, higher since the element can affect employee satisfaction which is determined to be an increasing factor in effecting customer retention rates. The ability of the algorithms and rubrics used to score or value performance characteristics to change based on industry trends and other factors helps the system 100 stay current and provide a business 140 or user with the most accurate assessments 160 and most efficient and effective action plans 170 possible.

[0055] The scoring rubric can include machine analysis of the responses to detect keywords or phrases and can include deeper analysis that includes the emotional analysis of the inputs, evaluating the tone and diction of the responses to determine and quantify the strength of emotion in the response. This can include using a language table in which certain words are associated with a value based on their implied strength of emotion. For example, the phrase "I don't like," can be assessed a relatively low emotional value as it can be considered to reference something a user considers a minor annoyance that they may only occasionally think about. Whereas, stronger emotional words or phrases, including the use of emotional modifiers, such as "It makes me very angry," can be scored higher as it can be perceived that what the user finds angry disturbs them and occupies a significant portion of their thinking, distracting them from their tasks. Words used in responses can carry varying weights or values for use in calculating a value of a performance characteristic using an algorithm. Additionally, the same word can have a different weight or value depending on the performance characteristic for which a value is being calculated. The various tone evaluation data relevant to a specific performance characteristic can be associated with or contained in the performance characteristic 11 1 that is retrieved for use in the evaluation module 150 of the system 100.

[0056] The diction of the response can be assessed, for example, a user's response containing more precise language indicates the user has thought through the provided response and that the response or subject to which they are responding can have a higher level of importance to them. As such, that response can be scored higher to have more weight in the calculation of a performance characteristic score. Short, imprecise or simple responses can indicate the user has simply answered to move onto the next question or response in a survey and that the topic they are responding to they are neutral or do not have strong feelings to. As such, their response will be scored, but the score can be lower so that it still impacts the score of the performance characteristic, either positively or negatively depending on the user response, but the weight of the response can be reduced due to the user's perceived lack care or thought regarding the response subject.

[0057] Alternatively, the responses to the survey or questionnaire can be graded or scored by a person or user, that user can be further trained for analysis of such responses. The grader can be another user or administrator of the system 100, an outside or independent contractor, a system 100 manager or provider, or other suitable person. Further, a combination of human and machine grading, scoring and/or analysis of the responses can be used to quantify the responses for use in the analysis and evaluation of a business.

[0058] For objective data 1 13 used in calculating a score or value of a performance characteristic 1 11, the actual value of the data 1 13 can be used. For example, a performance characteristic related to financial performance of the business 140 can require objective data 113, such as the yearly revenue of the business 140, in order to calculate a score or value for that particular performance characteristic. The objective data 113 required for calculating a value of a performance characteristic 1 11 can include a scaling factor or modifier designed to weight the value of particular objective data 1 13 when calculating the value of the performance characteristic 1 11. For example, yearly revenue of the business could be divided by one million to appropriately scale the obj ective data 1 13, the yearly revenue, for use in an algorithm or rubric to calculate the value of a performance characteristic 11 1. Different performance characteristics 1 11 can weight or scale the same objective data 1 13 differently, depending on the relative importance of the objective data 1 13 to a particular performance characteristic 11 1.

[0059] For example, a performance characteristic such as revenue generation can be scored using the example algorithm of: ((yearly revenue/1, 000,000)/number of revenue generators) + the number of revenue streams. So, for a service business having $5M in yearly revenue, with 5 people providing the service and selling a single service in a multi-service industry, the value of the example revenue generation performance characteristic would be 2. The algorithm used to score a performance characteristic 111 can include or account for multiple pieces of subjective 112 and objective data 113. If the business 140 does not include a piece of subjective 112 or objective data 113 that an algorithm requests, a null value be used for that piece of data in the performance characteristic value calculation. The null value can have minimal to a large impact on the score of the performance characteristic depending on the significance of the missing data element on the performance characteristic calculation. This impact, or lack thereof, on the performance characteristic can indicate to a business that there are deficiencies in the management or operation of the business and that these should be addressed. Additionally, the action plan 170 generated can indicate the same.

[0060] The assessment criteria module 100 can include a list of various industries 114 and the performance characteristics 115 associated with businesses within a particular industry. For example, the performance characteristics associated with a business in a manufacturing or production industry can different than those of a business in a service industry. Each of these industries can have different performance characteristics associated, on which the business can be evaluated. For example, a manufacturing or production industry based business could include production specific performance characteristics, such as production efficiency, cost per unit, profit per unit and raw materials costs. These production specific performance characteristics would have little or no application to a service industry business that does not produce items or units. Instead, a service industry business could include service specific performance characteristics such as returning customer rate, customer satisfaction with employee interaction and customer recommendation of the business. The performance characteristics 115 associated with an industry 114 can be assigned by a system 100 manager or other qualified person. Additionally, the system 100 can evaluate which performance characteristics 115 are associated with an industry 114 and the importance of the associated performance characteristics 115 to the industry 114 based on trend data 128 and additional performance characteristics that are selected by a user or business 140. For example, if service industry businesses are regularly adding a non-associated performance characteristic to the evaluations being performed, the system 100 can automatically add that performance characteristic to the associated performance characteristics 115 of the service industry 1 14. This ability to learn and adapt to changing business landscapes allows the system 100 to generate relevant business assessments 160 and efficient and focused actions plans 170.

[0061] While many industries can share same or similar performance characteristics, especially more generic or more generalized performance characteristics, the importance of a particular performance characteristic to one or more industries can be different. The associated performance characteristics 1 15 of each industry 114 can include weighting, indicating the relevant importance of a performance characteristic to the particular industry. The weighting can be used in the analysis and evaluation of the business, to highlight particular performance characteristics that more affect the development of the business within the industry. Numerical values calculated or assigned to various performance characteristics of a business can be modified based on the weighting associated with the performance characteristic. For example, a particular performance characteristic can have a weighting coefficient of 2x associated, so that during analysis of various business aspects, the calculated or assigned value of that performance characteristic can be doubled when used in comparison or evaluation with other various performance characteristics of a business. The weighting can also have a reverse effect for those performance characteristics deemed less important to a particular industry. A modifier or the weighting coefficient can reduce the calculated or assigned value of a performance characteristic, reducing the effect of the value of that particular performance characteristic during evaluation of a business. [0062] The value or scale of a weighting coefficient can be assigned by a user or other to an associated performance characteristic 1 15 of an industry 1 14 based on a perceived or actual impact or importance of the performance characteristic 115 to the industry 114. The weighting coefficient prioritizes a performance characteristic 1 15 over other performance characteristics 1 15, having a lower or no weighting coefficient, of an industry 114. As such, the weighting coefficient indicates the relative importance of an associated performance characteristic 115 to an industry 1 14. For example, customer retention can be an important performance characteristic of all industries. For a service industry, customer retention can be one of the most important performance characteristics for the industry and as such the customer retention performance characteristic can be assigned a relatively high weighting coefficient to denote its importance relative to other performance characteristics associated with the service industry. For a manufacturing or production industry, customer retention may be less important to the industry than controlling the costs of production, so the customer retention performance characteristic can be assigned a lower weighting coefficient than a production costs performance characteristic, which is assigned a higher weighting coefficient. The higher weighting coefficient of the production costs performance characteristics indicates the relatively higher importance to the manufacturing or production industry than the customer retention performance characteristic which is assigned a lower weighting coefficient.

[0063] Additionally, the weighting coefficient can be altered by user or other if they believe the performance characteristics 1 15 associated with an industry 1 14 is of lower or higher importance to the industry 115 than already indicated by the existing weighting coefficient associated with the performance characteristic 115. Based on user or others altering the weighting coefficient associated with a performance characteristic 115 of an industry 114, the system 100 can permanently alter the weighting coefficient of the performance characteristic 115 to align with the importance given the performance characteristic by the user or others. Further, based on trends 128, the system can alter the weighting coefficient of a performance characteristic 1 15 associated with an industry 1 14 based on the changing or anticipated change in the relative importance of the performance characteristic 115 to the industry 1 14. For example, trends 128 can include monitoring the language used in articles reporting on the state of an industry. If the system 100 observes that a word or phrase, corresponding to a performance characteristic is repeatedly used in articles and the word or phrase is associated with business performance, positively or negatively, in the article, the system 100 can determine that the weighting coefficient associated with the corresponding performance characteristic should be altered to reflect this changing importance of the performance characteristic 115 within the industry 114, by either raising or lowering the weighting coefficient of the performance characteristic 1 15 associated with the industry 114.

[0064] The business development and management system 100 also includes a database 120 that stores various data, including business data 121 , industry data 126 and system user data 131, that can be used when analyzing a business and its performance. The database 120 data can be automatically and/or manually populated with the relevant data. For automatic population of data, the database 120 can retrieve relevant data, such as earnings data, employment data, etc., from public services, such as financial reports or reporting service, and/or other private business data services that can require subscription and/or membership. Manual population of data can include entering data from press releases, news articles, meetings minutes or other sources of business and/or industry data.

[0065] Management of the database 120 can be administered by the entity providing the business development and management services, including analysis and evaluation of a business. A business can contract with the service to provide one-time or ongoing analysis and evaluation of the business. [0066] Business data 121 stored within the database 120 is data associated with a particular individual business. The business data 121 can include performance data 122, market share 123, objective data 124 and subjective data 125 for an individual business. This business data 121 can be used in the analysis and evaluation of a business, providing comparison data that can be used to assess the business relative to other businesses that meet comparison criteria.

[0067] Performance data 122 can include performance characteristic data and/or calculated or assigned numerical values for various performance characteristics of a business. The performance data 122 associated with various businesses 121 can be parsed, calculated or compiled using obj ective data 124 and subjective data 125 of the various businesses 121 from a variety of sources, such as public financial reports, news sources, and other data sources. That is, the performance data 122 of a business can include information that can be used to calculate or assign values for performance characteristics as needed and/or the performance data 122 can include pre-calculated or assigned values for various performance

characteristics of a business. Various performance data 122 for a business can be entered into the business data 121 associated with that business, this performance data 122 can then be retrieved by the evaluation module 150 in order to perform various evaluations and assessments of a business, using the business data 121 for comparison.

[0068] Market share 123 data and/or information can also be included as part of the business data 121 stored within the database 120. Market share 123 information can include the market share of a particular business within in an industry assessed in various forms of scale, such as the industry overall or varying scales of the industry geographically, including locally, regionally and nationally. The market share 123 data can be used when evaluating and assessing a business in relation to other businesses within an industry or other assessment and evaluation parameters. Market share 123 data can include data such as the percentage of the market a business has based on data such as revenue, profits or other objective data; the relative size of the business in the market, such as the largest business within the market; and subjective market share information such as public perception of the business, such as who the public believes dominates a market. The market share 123 data can be used in various performance characteristic value calculations and can be used to determine the comparability of a business 122 with the business 140 to be evaluated. For example, to perform a valid or accurate comparison, the business 140 and a comparison business should have similar market share. To be considered similar for comparison, the market share 123 of a comparison business 121 should be within 10% of the market share 143 of the evaluated business 140 to ensure a valid comparison in an example embodiment. The range or threshold market share 123 value for a business 121 to be considered a valid comparison can be a default amount set by the system 100, which a user or other can modify as necessary or desired. If the evaluated business 140 and the comparison business 121 have dissimilar market shares 143 and 123, correction factors can be applied to the comparison business 121 or evaluated business 140 data during performance characteristic value and other comparison calculations to account for the dissimilar market size. Similar relative market share 123 of a comparison business 121 and an evaluated business 140 can allow the two businesses to be compared even though the industries of the businesses 121 and 140 differ or the size of their markets differ.

Additionally, the market share information can allow businessel21 and 140 to be compared if both are located in different geographic regions, the similarly sized market share of each business 121, 140 can allow a valid comparison to be generated. Market share 123 data can be entered into the business data 121 of the database 120 manually if known or a calculation or algorithm can be used to assess the relative market share 123 of particular businesses within a defined set of parameters, i.e., industry and/or geographical.

[0069] Objective data 124 can be included in the business data 121 of the database 120. Objective data can include reported or public quantifiable data, such as financial data, market data and employment data. The objective data 124 can be stored within the database 120 as an amount and tied to specific variable of a business, such as a value associated with the number of employees, or a value associated with the earnings of a business.

[0070] Subjective data 125 can also be included in the business data 121 of the database 120. Subjective data, as discussed previously, can include data that does not have a predefined quantity associated with it. Subjective data 125 can have a numerical value associated with it after processing and/or analysis, according to a process or method of doing so, such as the examples discussed previously. The subjective data 125 can be stored as part of the business data 121 of the database 120, in an unscored/unquantified form and/or in a processed form with a score or quantity associated.

[0071] The various business data 121 stored, such as the performance data 122, the market share 123, the objective data 124 and the subjective data 125, within the database 120 is associated with a particular business. Any relevant or known information regarding a business can be entered into the business data 121 of the database 120. While it can be desirable to have all the information regarding a business stored in the business data 121 of the database 120, it may be difficult or impossible to do so and gaps or empty fields may exist in the business data 121. However, as the available information changes or more information becomes known, the business data 121 of a particular business can be updated to reflect those changes. During an evaluation, business data 121 of a particular business can be retrieved from the database 120 by the evaluation module 150 to create comparison business profiles 158. However, if required or desired elements of the business data 121 are unavailable to create a comparison business profile 158, the evaluation module 150 can elect to remove that business data 121 from the assessment or evaluation, or can use the available business data 121 to assess and calculate a plausible or reasonable value for the missing required or necessary business data 121. [0072] Industry data 126 is industry specific data that can be stored within the database 120 and can include information, such as performance data 127, trends 128, objective data 129 and subjective data 130. The industry data 126 of the database can be used during the assessment or evaluation of a business in relation to the industry in which the business operates.

[0073] The performance data 127 of the industry data 126 can include performance characteristic information for the industry overall, the industry average and other various statistical analyses of the industry. Performance characteristics for an industry 126 can be those 115 associated with a particular industry 1 15. Values for industry performance characteristics can be calculated similarly to the performance characteristics 1 15 of a business within the industry 1 14. The same algorithms or rubric, as used for a business within the industry 114, can be used to calculate the value of the performance characteristics 1 15 of the industry 114 using industry average data, the data of an average industry performer or other statistical threshold. A statistical threshold could be the top 10% of the industry, and the data used to calculate values of performance characteristics for the top 10% statistical threshold can be an average of the data for the top 10% of businesses within the industry or the data of representative performer within the top 10% threshold of the industry. Performance data 127 of various industries can be retrieved from public or private sources and stored within the database 120. Additionally, performance data 127 of an industry can be derived from the business data 121 that is also stored in the database 120. The business data 121 can also be used to refine or further enhance the industry data 126 stored within the database 120.

[0074] Trends 128 can include future or predicted outlooks or pathways of a particular industry. This information can be important during assessment and evaluation of a business, particularly the development and future of the business. The trends 128 can include various outlooks and pathways of industries collected and entered into the industry data 126 of the database 120 from a variety of sources, including industry reports, sector analyses, news sources or other sources of industry information. A trend 128 is an observed or predicted pattern of change within an aspect of an industry 121, such as changes in production, earnings, employment, etc. These changes can be decreasing or increasing indicating if the trend 128 is upward or downward. Using the trends 128, potential future industry 121 behavior can be predicted and accounted for in business development and management through an action plan 170 that is generated considering the trends 128 of the industry within the evaluated business 140 operates. Trends 128 can be a repeatedly observed change in an industry as indicated by repeated use of a term within new articles referencing a particular industry. Trends 128 can also be realized by analyzing objective 129 and subjective data 130 of an industry 126 and applying statistical analysis to generate a trend line applied to numerical representations of the data 129, 130 to predict if there is an increase or decrease coming various aspects of the industry 126. For example, data regarding earnings for the industry can be analyzed and a trend line generated to fit the data, the trend line can indicate that earnings within the industry are declining or rising and also what the degree of change is over time, is the change rapid, slow or nonexistent. The trends 128 can be continually updated using new information and historical information to predict and analyze changes in an industry 126.

[0075] Additionally, the database 120 can analyze the business data 121 to predict or forecast trends 128. This can include processing performance 122 and other business data 121, including market share 123 data, in relation to time to predict or forecast the future outlook for a particular industry. The various data, performance 122 and other business data 121, can be plotted versus time and a trend line fitted or other statistical analysis can be performed on the data to assess or predict if future values of the data will be less than, greater than or the same as the current values of the data, i.e., what is the trend for a particular business aspect based on the known data for that aspect. Further, the calculation or generation of trends 128 can be refined within the system to narrow the considerations, such as to a specific geographical area. This can allow for a more detailed and specific geography-based prediction rather than a generalized larger or global industry trend 128.

[0076] Industry data 126, stored within the database 120, can include objective 129 and subjective data 129. As discussed previously, objective industry data 129 can include data that is quantifiable with a numerical value, such as overall industry sales, the change in industry sales and other figures. Subjective industry data 130 can include data that is not readily or easily quantifiable. Often, subjective industry data 130 will require further analysis or processing to generate a numerical value for the data 130 that can then be used in the business assessment and evaluation process. Example subjective data 130, can include public perception of the industry and other intangible or non-value based data regarding the industry. An algorithm can calculate, a person can assign, or other suitable method can be used to assign a value to the subjective data 130 for later use in assessments and evaluations. As discussed previously, subjective data can be collected in the form of survey or questionnaire responses that can then be analyzed and quantified using a scoring rubric or algorithm. In an example algorithm, various key words or terms can be assigned numerical values relating to their importance or impact when included in a response. The algorithm can read the response and assign a score to the response based on the included key words and their associated numerical values. Other alternative scoring algorithms can be used to assess and quantify the subjective data 130.

[0077] The database 120 can also include and/or store system user data 131. System user data 131 can include data, such as business data 121 and industry data 126, that is associated or input by or on behalf of a business that also uses the business development and development system 100. The system user data 131 can include proprietary or confidential information, including detailed financial records, of other businesses that use, have used or have had their information input into the system 100. This allows detailed business and industry data to be used to assess and evaluate various businesses using the system 100. As the system user data 131 could potentially provide a competitive advantage to a business due to the detailed nature of the data 131, protection of the data 131 is important. As such, the system user data 131 can be stored in the database 120 with no or reduced identifying information. Identifying information that links the system user data 131 on the database 120 to a specific user or business can be stored remotely from the database 120, allowing the user or business data to be retrieved from the database 120 as needed. For example, the business data 121 within the database 120 of a specific business can be associated with an arbitrarily generated value such as a random business name or numerical value. The data of the particular businesses is then associated with the arbitrarily generated value rather than the actual business name. An external source or database can contain a table that links the arbitrary value with an actual business name of the user so that the information for the particular business or user can be retrieved when necessary, such as when performing an evaluation of the user or business. Alternative non-identifying storage methods can be used to securely and confidentially store system user data 131 within the database 120 without revealing an associated user or business identity. However, for the purposes of assessing and evaluating a particular business, the evaluation module 140 is prevented from accessing the fully identifying information, thereby allowing the detailed system user data 131 to be used for assessments and evaluation without compromising the privacy or identity of the user or business associated with the system user data 131.

[0078] The system user data 131 can include performance data 132. The system user performance data 132 can include calculated or assigned performance characteristic values of other users of the system 100. The performance characteristic values of a system user 132 can be calculated or assigned using the data, 132, 133, 134 and 135 and one of the previously discussed performance characteristic value calculation methods, such as an algorithm or scoring rubric. Alternatively, the requisite information for the performance characteristic value calculation(s) or assignment(s) can be stored as system user performance data 132 with the generation of the performance characteristic value or score performed, using a scoring method such as the previously discussed algorithm or scoring rubric based systems, on an as- needed basis during the assessment or evaluation of a business.

[0079] System user market share 133 data can also be stored as system user data 131 of the database 120. The market share 133 data can be used to assess other businesses rankings and standings within a market. Market share 133 data can include the percentage of a market a system user 131 controls based on sales or revenue and the perceived public perception of the market share 133 of a system user 131. The market share 133 data can be used to determine the viability of using a specific user's data as a comparison to the evaluated business 140. To be considered viable for use in a comparison, the specific user's market share 133 can be required to be within a certain permissible range to a business 140 market share 143 or other viability threshold. Again, due to the potentially sensitive nature of such information, the market share 133 data can be used for an assessment or evaluation without associating such data with a specific user or business. Further, the actual data can be prevented from being viewed, rather, the user can be presented only the results of the evaluation or assessment in a report without reference to the actual system user data 131 and the values of the system user data 131 used in preparing the assessment or evaluation.

[0080] Objective 134 and subjective data 135 for various system users can be stored as part of the system user data 131 of the database 120. The objective 134 and subjective 135 user data 130 can be similar to the objective 124 and subjective data 125 of the business data 120. This data is potentially more accurate than the standard business data 121 as it can be more current and more precise in nature. As mentioned above, this data can be stored on the database 120 so as to prevent the association of such data with a specific individual, user or business.

[0081] The system user data 131 of the database 120 can be updated whenever a user or business enters relevant information or data into the business development and management system 100. As part of the overall system 100, an action plan 170 of a business is repeatedly and routinely reevaluated and revised using current database 120 information and any additional or updated information a user or business inputs as part of their action plan 170 reevaluation. A reevaluation of the action plan 170 can be triggered by a reevaluation schedule 174 that can contain a list of triggering events, such as updates to the database 120 and specific dates and times. Reevaluation of the action plan 170 can include generating a new action plan 170 based on the currently available data, such as the evaluated business 140 data and the data within the database 120. The new or revised action plan takes into accounts these updates to assist with the development of the business 140. Any additional or updated information, such as that used in the reevaluation of the action plan 170, can be retained in the database 120 as part of the system user data 131, providing the business development and management system 100 a unique insight into various businesses for use in other business assessments and evaluations.

[0082] Some users or businesses may wish to not have their information included as part of the database 120 and request that their information be excluded from the system user data 131. If data input into the system 100 is noted as such, not to be retained within the database 120 or system 100, the database 120 can include the input data as generic industry data 126 or generic business data 121. That is, the data can be added to a generic data profile and any identifying characteristics of the input data are diluted or lost due to the pooled nature as generic industry 126 or business data 121. Alternatively, the noted input data can be stored across multiple profiles of system user data to obscure or block the source of the input data from being identified.

[0083] Additionally, the system user data 131 can be encrypted to further prevent the identification or association of the system user data 131 with a specific user or business. Suitable encryption of system user data 131 can include encrypting the data using a multi-bit key of suitable length so as to prevent or prolong the unwanted decryption of the data 131 using brute-force computer methods. Alternative encryption methods can include various encryption algorithms and techniques that suitably prevent the unwanted decryption by others using human or machine-based methods.

[0084] The database 120 can employ, implement or utilize machine learning, either on its own or remotely with another system, to retrieve, parse, calculate, estimate and/or store business data 121 , industry data 126 and/or system user data 131. Further, machine learning can allow the database 120 to further refine and increase the accuracy of calculations of plausible or reasonable estimates for missing values of data that are required by the evaluation module 150 for business assessments and/or evaluations. To generate estimated substitute data, the system 100 can apply an associated industry trend to older, known data to predict a current value of such data. If no known data exists and the system 100 can generate a plausible or reasonable current value for the missing data using comparable business data. For example, if a comparable business is missing employment data, the system 100 can estimate the number of employees of the business by comparing various other business data 121 to find similar businesses with known employee data. The system can then use the known employee data to estimate the number of employees of the business for which that information is missing. Statistical analysis can be used to assign degrees of accuracy to the estimation so that a user can be informed of the potential for error in assessments or evaluations that are performed using the estimated data. Data that is generated as a plausible or reasonable estimates can be flagged as such so that a user or other reviewing an assessment or evaluation knows that estimated data was used in generating the assessment. The use of estimated data can cause multiple versions of a business assessment or evaluation to be generated, one using only known data and further ones using various assumed or estimated data, with the assumptions and estimates listed or appended to the assessment or evaluation. Additionally, the calculation of plausible or reasonable estimates for missing data can be adjusted based on the importance of the missing data for use in the assessment or evaluation. In an example, for missing data of high importance, a conservative estimate can be used and for data of lesser importance, a tighter, more focused estimate can be used. A conservative estimate can be one that minimizes the overall impact the estimated data has on the overall calculation or assessment the data is used in. Alternatively, the value of conservatively estimated data can be a value that causes the largest, reasonable negatively impactful result. For example, if a revenue data for comparison business is unknown, a high estimate of revenue could be considered conservative in situations where the evaluated business 140 and the comparison business revenues are compared to each other. In this way, the evaluated business 140 is in the least advantageous position compared to the comparison business, meaning any assessments or comparisons between the comparison business and the evaluated business 140 would tend to favor the comparison business. In doing this, any action plan 170 that is generated based on this comparison or evaluation would be directed to strongly improving the evaluated business in the estimated aspect, a worst case scenario type calculation. The importance of the data can be determined by the associated performance characteristic 1 15 of an industry 114 as defined in the assessment criteria module 110.

Alternatively, a user or other can specify the tolerances of the estimated values to be used in an assessment and/or evaluation. [0085] To perform an assessment or evaluation of a business 140, the business development and management system requires information regarding the business 140 upon which to base the assessment and evaluation. The business 140 information input into the system 100 can include performance data 141 , information regarding the industry 142 of the business 140 and the market share 143 of the business 140. The information regarding the business 140 and its performance are input into the system 100 and the evaluation module 140 processes the business 140 information to generate a business assessment 160 and an action plan 170.

[0086] The information input for a business 140 is similar to the business data 121 of the database, as this information will form the of the comparison of the business 140 to comparable businesses. Performance data 141 of the business 140 can include the information required to formulate or calculate performance characteristics for the business 140, including subjective and objective data. A survey, questionnaire, form or other prompt can be used to assist a user or other with collecting and inputting the relevant information regarding the business 140 to be assessed and/or evaluated. The prompts can be based on the industry 142 of the business 140 and the associated performance characteristics 1 15 as referenced in the assessment criteria module 110. Example performance data 141 of the business 140 can include the location of the business, the target population of the business 140, financial data of the business 140 and employment data of the business 140. The various performance data 141 can also be entered with a time stamp, allowing the provided data to be assessed and evaluated over at least a historical period of the business 140 which can help with the assessment 160 of the business and the development of an action plan 170.

[0087] The industry 142 of the business 140 is the field in which the business 140 operates. This can encompass many aspects of the business, both on a large scale and on a small scale. An example large scale industry 142 of the business 140 can be the basic nature of the business 140, is it a production or manufacturing based business or is it primarily a service oriented business. Example small scale industry 142 of the business 140 can include more detailed or specific industry of the business 140, such as the business is an independently operated convenience store of a larger national chain and is located in a suburban area.

[0088] Market share 143 information and data of the business 140 can also be input into the business development and management system 100. The market share 143 of the business 140 can include the known or estimated market share 143 of the business on varying levels of scale, that can include geographical scale and industrial scale. This information can be important to assess and evaluate the business 140 and potential growth opportunities.

[0089] Additionally, market share 143 information can be associated with particular aspects of the business 140. Using the previous example of the convenience store, the market share 143 information can include overall business of the convenience store and sales of specific items, such as food and beverages. This market share 143 information can be used to assess and evaluate the business 140 position in certain markets, which can further refine, tailor or direct the action plan 170. Assessment can include quantifying the overall market on a defined scale, such as a specific industry in a defined geographical region. Based on the quantification of the assessed market place, various shares of the market place can be allotted to the businesses competing in that market place, including the evaluated business 140 and the other businesses. If a business has a high market share in one or more markets but a low market share in another market, the action plan 170 could focus on raising the market share of the lower and maintaining the high market share in the other markets. Additionally, the market share analysis of the evaluated business 140 within a market can indicate which markets have the highest potential growth, i.e., those markets where the combined market share of the businesses is less than the actual market, markets where demand outpaces supply or markets where the full needs of the consumers are not being met. These are potential niches in the marketplaces that the evaluated business can exploit efficiently to increase business development.

[0090] The evaluation module 150 of the business development and management system 100 processes information from various sources, including the assessment criteria module 110, the database 120 and the business 140, to generate a business assessment 160 and/or an action plan 170. The evaluation module 150 can generate a business profile 151, an industry profile 153, comparison business profiles 155 using the various sources of data. The various generated profiles can be compared to create the business assessment 160 and/or the action plan 170. The evaluation module 150 can perform the comparison used to generate the business assessment 160 and/or action plan 170 based on selected performance characteristics 157, which allows the assessment and action plan to be tailored to specific aspects or focuses of the assessed business 140. Additionally, the evaluation module 150 includes an evaluation/assessment 158 of the action plan 170, which can revise the action plan 170 based on new and/or changed data that is provided the action module 170, allowing for ongoing assessment and progress checks of the business 140.

[0091] The business profile 151 is created or generated by the evaluation module 150 and is a profile of the business 140 that the module 150 uses in comparison to the industry as a whole or in part and to other businesses or groups of businesses. The business profile includes various performance characteristics 152 of the business 140, each of the performance characteristics 152 have a numerical value associated that is assigned or calculated by the evaluation module 150 using the information provided by the business 140 and information retrieved from or transmitted by the assessment criteria module 1 10. Based on the industry 142 of the business 140, the value of the various performance characteristics 152 of the business profile 151 can be modified using the data of the industries 114 and associated performance characteristics 1 15 of the assessment criteria module 1 10. Further, the associated performance characteristics 115 of an industry 114 can guide the performance characteristics 152 that are included in the business profile 151, based on the industry 142 of the business 140. The performance characteristics 152 included in the business profile 151 can include the selected performance characteristics 157 that are used by the evaluation module 150 to perform the business assessment 160 and to generate the action plan 170.

[0092] An industry profile 153 can be created or generated by the evaluation module 150 based on data from the database 120 and the assessment criteria module 110. The industry profile 153 can include performance characteristics 154 indicative of the current state of the industry. These performance characteristics 154 can include performance characteristic values for the top or upper end of an industry, i.e., high performance characteristic values, and values for the average and lower end of the industry, the industry based on the industry 142 of the business 140 and/or the selected performance characteristics 157. The selected performance characteristics 157 can be used by the evaluation module 150 in conjunction with the input industry 142 information of the business 140 to determine or select a proper industry scale to be used in the assessment and evaluation of the business 140. The industry scale can be used to rank the evaluated business 140 in relation to the industry, such as is the evaluated business 140 a high performer in the industry, an average industry performer or a below average performer. The action plan 170 generated can consider the placement of the evaluated business on the industry scale to determine if performance goals 172 related to improving within the industry are of primary significance or if the performance goals should be focused on maintaining or slightly improving the position of the evaluated business on the industry scale. Additionally, the industry scale can define the upper and lower bounds of the industry indicating the maximum potential development for the evaluated business 140, this can inform business development decisions, such as those suggested in the action plan 170, depending on what phase of business growth the evaluated business is in. If the potential maximum development available in the industry is significantly higher than the current position of the evaluated business 140 in the industry, then the business 140 can be considered in a growth phase and the action plan 170 and business development can reflect that. If the evaluated business 140 is close to the potential maximum development available, the business 140 can be considered mature and business development and the action plan 170 can reflect that and seek to maintain the current position of the business 140 within the industry.

[0093] The industry profile 153 can also include statistical analysis of the selected industry and the businesses contained therein. When ranking or comparing the evaluated business 140 to the industry based on the industry profile 153, the analysis can indicate the statistical significance of the performance characteristics 154 of the industry to those 152 of the business 140. This type of analysis can provide more detailed or nuanced analysis of the evaluated business 140 in relation to the industry.

[0094] The evaluation module 150 can also generate or create comparison business profiles 155 that can be used to compare the evaluated business 140 to other businesses that share a comparable or related aspect, such as the same industry, similar geographic regions, similar customer demographics, etc. Further, the selected performance characteristics 157 can affect the businesses selected as part of the comparison business profiles 155. Additionally, if desired, specific businesses can be selected to be included as comparison business profiles 155 for use in assessing and evaluating the business 140.

[0095] The comparison business profiles 155 include various performance characteristics 156 of the comparable businesses. The performance characteristics 156, calculated or assigned by the evaluation module 150 or retrieved from the database 120, can be based on the selected performance characteristics 157 and the associated performance characteristics 1 15 of the industries 1 14 of the comparable businesses. The values of the performance characteristics 156 of the comparison business profiles 155 can be used by the evaluation module 150 to compare the business 140 to other businesses and to generate the business assessment 160 and action plan 170.

[0096] The selected performance characteristics 157 can be chosen or selected by a user or business 140 to analyze or evaluate desired or selected aspects or characteristics of the business 140. This can include analyzing and evaluating specific aspects of the business, such as an individual or specific performance characteristic, or can include more general aspects of the business, such aspects can encompass multiple and varied performance characteristics to generate adequate analysis and evaluation of the general aspect. A user or business 140 can select the desired performance characteristics to include in the selected performance characteristics 157 or can select a predetermined assessment and evaluation profile(s) that contains a selection of performance characteristics that ae included in the selected performance characteristics 157. Additionally, the selected performance characteristics 157 can include multiple sets of performance characteristics, with each set generating a business assessment 160 and action plan 170 by the evaluation module 150.

[0097] Based on the selected performance characteristics 157, the evaluation module 150 can generate one or more business assessments 160 and action plans 170. These can include an overall assessment and action plan and more detailed assessments and action plans addressing specific aspects of the business 140. The multiple assessments 160 and action plans 170 can allow the business 140 to gain more insight into their development and management both on a general, higher level overview and a more detailed, directed focus.

[0098] The evaluation module 150 can also include an evaluation/assessment 158 of the action plan 170. The action plan 170 generated by the evaluation module 150 can include a timeline for reevaluating the action plan 170 and the progress made by the business 140 in executing the action plan 170. The timeline for evaluating/assessing 158 the action plan 170 can be determined by a number of factors, including the industry of the business 140, the selected performance characteristics 157, the receipt of new data for analysis, a

predetermined timetable, and a subscription or access level of the user or business 140 to the business development and management system 100. Evaluation/assessment 158 of the action plan 170 is important as aspects of the business 140, the industry 153 and/or comparison businesses 155 can change and impact the details of the action plan 170.

[0099] Additionally, the evaluation/assessment 158 of an action plan 170 can be triggered or initiated by the user, business 140 or by the system 100. The system 100 can store records of the generated action plans 170 and the receipt of certain information or updated information can cause the system 100 to evaluate/assess 158 an action plan 170. Should the system 100 initiate the evaluation/assessment 158, the system 100 can signal or communicate to a relevant party that a new action plan 170 has been generated or should be generated based on the new or updated information. At the time of an evaluation of the business 140 by the evaluation module 150, criteria for triggering an evaluation/assessment 158 of the action plan 170, such as time based criteria or data based criteria, can be included with the action plan 170 generated by the evaluation module 150 or can be added to the action plan 170 by a user, the business 140 or other.

[0100] Based on the evaluation/assessment 158 of the action plan 170, the evaluation module 150 can generate a new or a revised/updated action plan 170 to be implemented by the business 140. Alternatively, the evaluation/assessment 158 can determine that no changes are necessary and that the current action plan 170 should continue to be followed by the business 140.

[0101] Business is a dynamic environment, with many variables that change both regularly and spontaneously. The evaluation/assessment 158 of the action plan 170 is a unique aspect of the business development and management system 100, signaling or communicating to a business the changes or alterations needed to continue with desired business development.

[0102] The evaluation module 150 performs the analysis of the business 140 based on the information provided and generates the business assessment 160. The business assessment 160 can provide a summary and detailed analysis of the business 140 and its position relative to other businesses and within an industry. The assessment 160 can include comparison to other businesses 161, comparisons to an industry 162 and performance characteristic rankings, ratings and classifications 163 for the business 140. As part of desired business development, it can be important or valuable to assess the business 140 in view of many factors, both on a general scale and on a smaller, more detailed scale. The business assessment 160 can allow the business 140 insight into its performance and positioning within a defined market, highlighting the strengths and weaknesses of the business 140, thereby assisting the business 140 in its development, growth and evolution.

[0103] As part of the business assessment 160, a comparison 161 of the business 140 to other businesses can be included. The comparison 161 can compare and contrast the business 140 to other comparably businesses based on one or more aspects or characteristics of the business 140. The other businesses used in the comparison can be named/identified in the comparison 161 or can be simply presented as data sets with minimal identifying information. The comparison 161 can include financial comparisons to other businesses within the same industry as the business 140, comparisons of market share 143 of the business 140 to the market share 123 of other businesses 121 stored in the database 120. The comparison 161 can be based on the calculated or assigned numerical values of similar performance

characteristics of the business 140 and comparable business' 155. The use of numerical values associated with the various performance characteristics allows for the use of algorithms for assessing and comparing the business 140 to other businesses in standardized and repeatable form, maintaining consistency of the comparison 161 through the various iterations performed by the evaluation module 150.

[0104] The business assessment 160 can also include comparison 162 of the business 140 to an industry. As discussed previously, the industry used for the comparison can be based on the actual industry of the business 140 on a specific or general scale, or can be a selected industry that is related, similar or has an effect on the business 140. The comparison 162 of the business 140 to an industry can include comparing the business 140 to various industry benchmarks, such as an upper industry level, a mid-industry level and a low industry level. Further, the comparison 162 can include comparison of the business 140 to various statistical analyses of the industry, including an industry average, an industry majority or other statistical analysis.

[0105] As with the comparison to other businesses 161, the comparison 162 of the business 140 to an industry can be based on the assigned or calculated performance characteristics of the business 152 and the industry 154. The evaluation module 150 can use these values of the performance characteristics 152, 154 to assess and evaluate the business 140 and to generate the business assessment 160. Additionally, based on the values of the performance characteristics 152, 154, the comparison 162 of the business to the industry can include or highlight specific performance characteristics at which the business 140 exceeds the industry standard or average and those performance characteristics at which the business 140 is deficient relative to the industry standard or average. The highlighted performance characteristics can be considered by the evaluation module 150 when generating the action plan 170.

[0106] To provide an overview of the evaluated business 140 in relation to comparable businesses and an industry as a whole, the business assessment 160 can include performance characteristic rankings, ratings and classifications 163. [0107] The performance characteristic rankings can include the specific ranking of a performance characteristic 152 value of the evaluated business 140 in relation to the performance characteristic 156 values of comparable businesses and the performance characteristic 154 value of the industry average, or other significant industry standard or threshold. The various values of the similar or related performance characteristic 152, 154, 156 can be ranked in descending order to indicate the relative strength of the evaluated business 140 in a specific performance characteristic in relation to comparable businesses and the industry. The performance characteristics included in the various rankings 163 can include those selected 157 as part of the assessment and can also include additional performance characteristics selected by a user, the business 140 or other, other performance characteristics having a high importance or relevance to the industry 142 of the business 140 and/or other performance characteristics automatically included in the rankings 163 by the business development and management system 100.

[0108] The business assessment 160 can also include the rating of performance

characteristics 163 to provide a further or alternative overview of the evaluated business 140 to the other, comparable businesses. The various performance characteristics, such as the selected performance characteristics 147, of the evaluated business 140 can be rated based on the relative strength of the business 140 in a particular performance characteristic relative to other businesses. The rating can by symbolically based, such as stars or sliders, color based, such as red and green, numerically bases, such as a 10-point scale, or a combination of rating communication systems. Preferably, the performance characteristic rating simply and effectively communicates to a user or business 140 the strength of the evaluated business 140 in a particular performance characteristic.

[0109] A classification 163 of the performance characteristics can also be included in the business assessment 160. The classification 163 of the performance characteristics can include ascribing a level of achievement to the relative strength of the performance characteristic of the evaluated business 140 to other, comparable businesses and an industry overall. An example classification can include an exceeds, meets and deficient system, in which the relative strength of the evaluated business 140 in a particular performance characteristic is indicated by one of the terms. An exceeds classification can indicate that in a particular performance characteristic the evaluated business 140 exceed an average of the performance characteristic values of comparable businesses or an industry average. Similarly, the meets and deficient can indicate the evaluated business is either considered average or below average relative to other, comparable businesses or an industry average. A further example classification can be based on a percentile system, such as top 10%, top 20%, bottom 20% and bottom 10%. The numerical value of a performance characteristic of an evaluated business 140 can be assessed relative to the values of the same or similar performance characteristic of comparable businesses or an industry. A top 10% classification could indicate that the value of the performance characteristic of the evaluated business 140 is within 10% of the highest value of a same or similar performance characteristic of a comparable business, or is within a top 10 percentile of the comparable businesses' values of the same or similar performance characteristic. Similarly, top 20%, bottom 20% and bottom 10% classifications for various performance characteristics of an evaluated business 140 can be assigned based on the value of the performance characteristic of an evaluated business 140 relative to the comparable businesses or an industry.

[0110] The business assessment 160 provides a report on the performance of the business relative to other businesses and/or an industry based on one or more performance

characteristics. The assessment 160 can allow an evaluated business 140 to identify areas of weak performance that can be improved upon and areas of strong performance to ensure the business remains a strong performer is those areas. Additionally, the assessment 160 can aid a business 140 in decisions regarding market strategy, such as entry into new markets, expansion within existing markets and an assessment of current and past market strategy. The information of the assessment 160 can assist the business 140 with development and management of the business 140 to achieve desired results and to create a successful and sustaining business.

[0111] The evaluation module 150 can also generate an action plan 170. The action plan 170 can include at least one performance characteristic 171 and a performance goal 172 associated with that performance characteristic, and at least an action item 173 that the evaluated business 140 can implement or complete to achieve the performance goal 172. Additionally, the action plan 170 can include an evaluation schedule 174 that can signal or initiate the evaluation/assessment 158 of the action plan 170 to revise/update 159 the action plan 170 based on new or altered data of the business 140 or database 120. The reevaluation and revision of the action plan 170 can be an important part of development of the business 140, to ensure the business 140 is improving as desired and best positioned to achieve desired results.

[0112] The performance characteristics 171 included in the action plan 170 can include the selected performance characteristics 157 upon which the evaluation or assessment 160 was performed. Additional performance characteristics can be specified by a user or business 140 and included in the action plan 170. Further, during the evaluation of the business 140 by the evaluation module 150, the evaluation module 150 can determine potential performance characteristics, not previously selected, that could have meaningful impact on the development of the business 140 and/or performance characteristics unexploited or undervalued by comparable businesses and/or an industry, that the evaluated business 140 can focus on to increase or solidify a market position of the business 140. [0113] Performance goals 172 are associated with each performance characteristic 171 of the action plan 170. The performance goals 172 are targets or goals for a business 140 to meet or exceed to realize a positive business development change in the associated performance characteristic 171. An example performance goal 172 could be to increase sales by 15%, which could raise the evaluated business' sales performance characteristic. The evaluation module 150 can generate the performance goals 172 based on the comparison of the evaluated business 140 to comparable businesses that are considered direct competitors. Further, the evaluation module 150 can assess whether a generated performance goal 172 is realistically achievable by the evaluated business 140 in a desired time period, based on the supplied information of the business 140 and the comparison businesses and an industry associated with the performance characteristic 171. During the evaluation/assessment 158 of the action plan 170, the performance goals 172 can be altered or changed depending on the position of the evaluated business 140 relative to the industry and comparable businesses.

[0114] A performance goal 172 can have one or more action items 173 associated with the goal 172. The action items 173 are tangible and real steps, procedures, processes, etc., that the evaluated business 140 can implement to achieve the associated performance goal 172. This can include changes in business, management and marketing strategy for a business 140. The action items 173 can be generated by the evaluation module 150 and can be based on the industry 142 of the business 140, the position of the business 140 relative to the industry and other comparable businesses and/or other considerations. Many aspects can be considered by the evaluation module 150 when developing the action items 173 to achieve a performance goal 172. As such, while a business may repeat a performance goal 172 or similar businesses can have an identical performance goal 172, the action items 173 can be different for each since each assessment 160 is unique and changes as the industry, comparable businesses and the business 140 itself changes and evolves. The action items 173 can be considered the step that drive development, the performance goals 172 and performance characteristics 171 , of the business 140.

[0115] As part of the intial business 140 information supplied to the system 100, the business or user can be prompted to enter decisions, actions and/or business decisions taken and when that occurred. The provided timeline can allow the evaluation module 150 to assess the impact of such actions on the development or progress of the business 140. These actions and associated results can be added to the database 120 for later retrieval when developing action items 173 to achieve performance goals. In this manner, a catalog of actions and outcomes can be compiled and used when developing action items 173 to achieve a desired

performance goal 172.

[0116] As discussed previously, the reevaluation of the action plan 170 is an important and valuable process of business development and management. The reevaluation schedule 174 of the action plan 170 can be based on the performance characteristic(s) 171 of the action plan 170 and estimates at the rate of change of the metric based on the comparable businesses, an industry and the business 140 itself. Additionally, a regular reevaluation can be included in the reevaluation schedule 174 of the action plan 170. This can include scheduling, signaling, and/or alerting a user, business 140 or the system 100 to perform the

reevaluation/assessment 158 of the action plan 170. Based on the reevaluation/assessment 158 of the action plan 170, a revised/updated action plan 170 can be generated. The revised/updated action plan 170 can include a reevaluation schedule 174 that is different or the same as a previously generated reevaluation schedule 174 of the action plan 170.

[0117] While the business development and management system 100 of FIG. 1 has been discussed previously in regards to its application to business assessment and development, the system 100 can also be applied to other sectors that can benefit from detailed business analysis and evaluation. Such sectors can include financial sectors, including the investment or lending sectors. Businesses can be input into the system 100 to analyze them for potential investment as the system 100 can assess and evaluate a business based on its current and potential future position.

[0118] FIG. 2 illustrates an example business evaluation and action plan creation process 200 according to an embodiment of the invention. The example business development and management system 100 of FIG. 1 can execute a process, such as the process 200 of FIG. 2, to generate an example business assessment 160 and an example action plan 170. The business evaluation and action plan creation process 200, of FIG. 2, outlines various steps and procedures that can be considered or followed for creating a business evaluation or assessment and an action plan designed to further the development of the business. The action plan can include various changes, procedures, processes or other implementable options that a business can undertake to further develop the business, including increasing the revenue of the business, increasing employee satisfaction, positioning the business to weather adverse economic conditions and other business, marketing, or other strategic aspects of business planning and management.

[0119] An initial step of the business evaluation and action plan creation process 200 can include receiving information regarding a business 202. The information can include various subjective and objective data regarding a business to be evaluated using the system 200. Such information could include financial data regarding the business and its performance, data regarding the employees of the business, the industry of the business, the location of the business, perception of the business, the happiness of employees, the satisfaction of customers and other information regarding the business to be evaluated. Additionally, various timeline events can be included with the received business information 202, such as business decisions made and when, along with various other time based information regarding business performance that could indicate the effect such decisions had on the performance of the business. These decisions and outcomes can be processes and considered as part of the business evaluation and action plan creation process 200 to assist with the formulation of the action plan and to provide context and criticisms within the business evaluation regarding previous decisions.

[0120] The industry of the evaluated business can be determined and appropriate or applicable performance characteristics can be selected 204 as part of the business evaluation and action plan creation process 200. The industry of the business can be input as part of the first step 202 and/or the system executing the process can analyze the provided business information to select or assign an appropriate industry to the business to be evaluated.

Further, based on the performance characteristics selected or assigned by the system, user or a business, an appropriate industry of the business can be determined. As discussed previously, the industry of a business can vary depending on the scale of the scope applied in evaluating the business and also the various aspects of the business upon which the evaluation is focused. A particular business being evaluated can be classified in a variety of different industries for the evaluation of the business and formation of an action plan using the process 200. The system can generate multiple evaluations and action plans for an evaluated business, each of the evaluations and action plans can be based on a particular industry the assessed or evaluated business can be considered part of or included within.

[0121] The various performance characteristics selected for the evaluation of the business and creation of an action plan 200 can be based on the industry selected for the business to be evaluated. The system can have a listing of various industries and associated performance characteristics that can be retrieved or the system can determine which performance characteristics are applicable for the business evaluation based on the received business information 202 and comparable business data for use in the evaluation and industry data stored within the system or retrieved or compiled by the system from an external or internal source.

[0122] Once the applicable performance characteristics are determined 204, the selected performance characteristics can be retrieved 206 from a module or location within the system. The selected performance characteristics can include listing of requisite or desired business information to be used in assessing the business in regards to the selected performance characteristic. Additionally, the selected performance characteristic can include an algorithm for determining a numerical value or score of the business for that particular performance characteristic. Additional information regarding scaling factors for revising a calculated value of the performance characteristic based on factors such as the determined industry of the business.

[0123] Industry and related business comparison data can be retrieved 208 by the system as part of the business evaluation and action plan creation process 200. Industry and related business information can be retrieved from a database within the system, a database outside of the system, compiled from various internal and/or external sources or other informational resources. The industry and related business comparison data will be used to assess performance characteristics of the industry and comparable businesses, these will be compared to same or similar performance of the characteristics of the business to evaluate the business and develop or create an action plan for the business.

[0124] Using the received business information 202, the system can generate a business profile 210. The business profile can include calculating scores or values for the selected performance characteristics 206 that the business will be evaluated on. The scores or values of the performance characteristics can be calculated using an algorithm or algorithms that are specific to each performance characteristics or can apply to multiple performance characteristics These calculated values can be further modified by scaling factors that can be industry dependent. The scaling factors can be based on the relative importance or significance of a particular performance characteristic to a particular industry. Further, these scaling factors, along with the algorithms used to calculate a value or score of a performance characteristic, can be influenced by other business information 202, such as the size of the business, the demographics of the business customers, the location of the business, the perception of the business and other business information. Such scaling and calculation of a score or value of a performance characteristic of a business allows for a detailed, more focused and nuanced evaluation of the business to occur as multiple factors can be considered within the final score or value of the performance characteristic. This exactness can also assist in the assessment and evaluation of the business with regards to its completion or progress of the action plan, allowing for determination and reference to the causality of business performance and development changes.

[0125] Comparison business profiles 212 and an industry profile 214 are also generated and will provide the reference to which the business is compared to. The business profiles 212 and the industry profile 214 are generated in a similar or same manner as the business profile 210 discussed previously. Additionally, the system can store these calculated scores and values for the comparison business profiles 212 and the industry profile 214 The scores and values can be stored without scaling factors or other modifications applied, these can instead be applied to the scores and values when generating the profiles 212 and 214 as part of a process 200. Alternatively, the scores and values of performance characteristics included in the comparison business profiles 212 and the industry profile 214 can be calculated or determined on an as-needed or as-requested bases when a business evaluation and action plan creation process 200 is executed.

[0126] The generated business profile 210, the generated comparison business profiles 212 and the generated industry profile 214 are compared 216 based on a selected performance characteristic 206. The comparison 216 can include comparing the calculated values and scores of the selected performance characteristic of the business, the comparison businesses and the industry. This comparison 216 can indicate the strength of the business in a particular performance characteristic in relation to the comparable businesses and the industry. The industry can be an industry average, an average business within the industry or other statistical divisions of the industry based on performance or other variables.

[0127] Once the comparison 216 is complete for the one or more selected performance characteristics 206, an action plan, based on the same, can be generated 218. The generated action plan 218 can outline the performance characteristics the business should direct their focus and strategy on. This can include increasing the score or value of the business in a performance characteristic, maintaining a high value or score of the business in a

performance characteristic or other changes to the current business development and/or management strategy to improve the overall health and development of the business.

[0128] As part of the action plan 218, performance goals can be generated 220 that will assist with improving selected performance characteristics of the business. The performance goals 220 are metrics or values of subjective or objective data for the business to reach or achieve and if reached or achieved, will result in an improvement of the selected performance characteristic of the business. Example performance goals can include a 10% improvement in employee satisfaction, based on subjective data, and a 10% improvement in yearly revenue, based on obj ective data. Multiple performance goals can be generated 220 for a single performance characteristic. Performance goals 220 can include a time period in which the goal is to be achieved. Additionally, an evaluation schedule can be included with the generated performance goals 220 so that the progress of the business in achieving a performance goal 220 is tracked. It is this synergistic nature of many business aspects and variables that the business development and management system can consider when developing an action plan for a business. The large scope of such analysis allows a holistic approach to the data and business development, but leverages the minutiae and details to achieve such results efficiently.

[0129] Action item(s) can be generated 222 based on the performance goals 220 of the action plan 218. Action item(s) 222 are tangible steps, process, procedures or other implementable ideas or plans that a business can follow to achieve the performance goal 220. Multiple action items 222 can be generated for each of the performance goals 220. In some examples, all the action items 222 can be recommended or required for achieving a performance goal 220. In other examples, the user or business can select a number of action items 222 to implement to achieve the generated performance goal 220.

[0130] Once an action plan 218 is generated, along with the associated performance goals 220 and action items 222, an action plan evaluation schedule 224 can be generated. The action plan evaluation schedule 224 can include regular intervals at which the action plan 218 and progress thereon is evaluated. Additionally, the schedule 224 can include triggers that would initiate an evaluation of the action plan 218. Example triggers could include changes to various business, comparison business and industry information. These triggers can allow for the quick evolution and revision of the action plan 218 to leverage changes to the business, the marketplace, the economy and other business affecting factors. The schedule 224 allows a business to maintain focus on the action plan 218 and to revise and update the action plan as necessary to achieve further business development.

[0131] FIG. 3 illustrates an example business comparison and evaluation process 300, according an embodiment of the invention. The business comparison and evaluation process 300 compares a business to other, comparable businesses to determine an evaluation of the business in relation to the comparable businesses. Further, the process 300 evaluates the current performance of the business to historical performance data of the business to evaluate if the business is improving in relation to previous business assessments of performance.

[0132] Selected performance characteristics 302 are received as an initial step of the process 300 of FIG. 3. The selected performance characteristics 302 are the performance

characteristics upon which the business will be compared and evaluated. As discussed above, performance characteristics can include a variety of business and business related

performance aspects on a variety of different scales, both general or broad and focused or narrow.

[0133] The selected performance characteristics are then evaluated 304 for the business for which the comparison and evaluation is being performed. The evaluation of the selected performance characteristics 304 of the business can include retrieving or receiving the necessary business information and data required to calculate 306 a numerical value of each of the selected performance characteristics 302 of the business. Reduction of the business data and information into a representative numerical value can be done by evaluating the data and information using an algorithm and additional scaling factors as previously discussed.

[0134] Similarly, the selected performance characteristics are evaluated 308 for comparable businesses. The evaluation 308 can include retrieving or receiving the necessary comparable business information and data required to calculate 310 a numerical value of each of the selected performance characteristics for each of the comparable businesses. The numerical value of a performance characteristic of a comparable business is preferably assessed using the same or similar algorithm as used to calculate the numerical value of the same or similar performance characteristic of the business. However, the scaling factor applied to a numerical value of a performance characteristic of a comparable business can be different or the same as a scaling factor applied to a numerical value of a same or similar performance

characteristic of the business. Depending on a comparable incompatibility, such as geographical location or business size, between a comparable business and the business, the scaling factor can account for this incompatibility, thereby allowing the performance characteristic of both the comparable business and the business to be properly compared as part of the comparison and evaluation process 300.

[0135] The calculated numerical values of a selected performance characteristic of the business and the comparable businesses can be compared 312. The comparison 312 can include ranking or ordering the business in relation to the comparable businesses based on the numerical values of the selected performance characteristic for each. If the numerical value of the selected performance characteristic of the business is within the top 5% of numerical values of the selected performance characteristic of the comparable businesses 314, the business can be assigned 316 an outstanding performance ranking for the selected performance characteristic. If the numerical value of the selected performance characteristic of the business is within the top 10% of numerical values of the selected performance characteristic of the comparable businesses 318, the business can be assigned 320 an excellent performance ranking for the selected performance characteristic. If the numerical value of the selected performance characteristic of the business is within the top 20% of numerical values of the selected performance characteristic of the comparable businesses 322, the business can be assigned 324 a high performance ranking for the selected performance characteristic. If the numerical value of the selected performance characteristic of the business is outside the top 20% of numerical values of the selected performance characteristic of the comparable businesses 326, then the business can receive no ranking 328 for the selected performance characteristic.

[0136] The statistical threshold 314, 318, 322 and 326 used to assign rankings 316, 320, 324 and 328 of the business for a selected performance characteristic can be altered or changed from those shown in the example process 300 of FIG. 3. The statistical thresholds can be set based on the selected performance characteristic, the number of comparable businesses and other considerations or factors. A system, user or business can assign or set the statistical thresholds that are used in the process 300.

[0137] As part of the evaluation of the business, the historical performance of a selected performance characteristic of the business can be compared 332 to the current state of the selected performance characteristic of the business. Historical numerical values of the selected performance characteristic of the business can be retrieved, from a database or other location, or calculated based the input information that includes timeline data. The evaluation of the selected performance characteristic of the business over a time period can indicate if the business is continuing to improve in the selected performance characteristic or if it is not. This can be important, as it can indicate to the business that in spite of current success, if the business is declining in the selected performance characteristic, it could indicate that appropriate action should be taken to minimize or negate the impact the decline in the performance characteristic of the business has on the business. As discussed with the comparable businesses previously, scaling factors can be applied to the historical numerical values of the selected performance characteristic to ensure the comparison 332 is valid and accurate. The scaling factor(s) can remove discrepancies that could adversely affect the comparison 332. Further, the historical values of the selected performance characteristics can undergo statistical analysis, such as developing a trend line or equation to fit the historical data. Such analysis can allow for longer periods of historical data to be compared rather than just a current value and an immediately preceding value.

[0138] If the current numerical value of the selected performance characteristic of the business is greater than previous numerical values 334, the business can be assigned 336 an improving status for the selected performance characteristic. If the current numerical value of the selected performance characteristic of the business is equal or statistically similar tO previous numerical values 338, the business can be assigned 340 a static status for the selected performance characteristic, indicating the business is not improving or declining in the selected performance characteristic. If the current numerical value of the selected performance characteristic of the business is lower than previous numerical values 342, the business can be assigned 34 a declining status for the selected performance characteristic. Based on the status of the business in relation to the historical performance of the selected performance characteristic, an action plan can be developed to address and improve the status of the business in the selected performance characteristic.

[0139] The ranking 316, 320, 324, 328, the status 336, 340 and 344, and associated numerical values 306, 310 of the evaluated business can be passed or transmitted 350, 352 for use in other processes, such as those of FIGS. 4 and 5.

[0140] FIG. 4 illustrates an example action plan generation process 400 using information 350, 352 from a previous process 300 of FIG. 3. The example action plan generation process 400, outlines the various steps and considerations in generating an action plan based on an evaluation of a business.

[0141] A first step of the action plan generation process 400 can include generating 402 at least a performance goal to improve a ranking or status of the selected performance characteristic. The performance goal is a benchmark that if achieved, will result in an improved ranking or status of the selected performance characteristic of the business, as calculated by the process 300 of FIG. 3. The current ranking 350 and status 352 of the selected performance characteristic of the business are input into the action plan generation process 400 and a performance goal is generated to improve the ranking 350 and/or status 352.

[0142] To achieve the generated performance goal 402, at least an action item 404 can be generated, the action item being a change in the current business development or management. The action item 404 is an implementable item that the business can implement to help in achieving the performance goal 402. Example action items 404 can include increasing employee compensation, instituting a customer loyalty plan or better employee training, to assist with achieving an example performance goal 402 such as a 10% increase in a customer retention rate. The action item 404 can also include metrics or waypoints to assess the progress of the business in completing the action item 404, breaking the action item 404 into smaller changes. Additionally, the action item 404 can include a time period in which the action item 404 needs to be completed by. The time period can be determined based on the selected performance characteristic and the data used in assessing the selected performance characteristic, such as the rate of change of the data used in the assessment. In this manner, the action item 404 is generated to be the most efficient at a given time, reducing potentially negative impacts on the business and maximizing the return of the change initiated or caused by the implementation of the action item 404.

[0143] As part of the action plan, the action plan generation process 400 can include generating a reevaluation schedule 406 of the action. Reevaluation of the action plan ensures that the action plan and associated performance goals 402 and action items 404 are current and the most efficient to cause the greatest impact at minimal cost to the business. Further, business is a dynamic environment that is constantly shifting, if the various changes are not accounted for in a timely manner, a business can find itself proceeding down a path of little return. The reevaluation schedule 406 assists the business in consistently moving forward in development in an optimal manner.

[0144] Based on the generated performance goal 402, action item 404 and the reevaluation schedule 406, an action plan 408 is compiled and outputted. The action plan 408 is a template for the business to follow to increase the ranking or status of the selected performance characteristic. The business can follow the various actionable/implementable items of the action plan 408 to further development of the business, focusing on enhancing the business' performance in the selected performance characteristic.

[0145] Based on the reevaluation schedule 406, the action plan 408 can be reevaluated and revised 410. The reevaluation and revision 410 of the action plan 408 can include recalculating the performance ranking and status of the selected performance characteristic of the business and generating revised or new performance goals 402, action items 404 and reevaluation schedule 406 based on the newly calculated or updated values. The cycle 400 of generating and evaluating an action plan can drive business development forward in a directed and efficient form.

[0146] FIG. 5 is an example business assessment generation process 500 according to an embodiment of the invention and using the ranking 350 and status 352 information of the process 300 of FIG. 3. The business assessment provides the business an overview of their performance relative to other businesses and the industry. The assessment can highlight the strengths and weaknesses of the business in various aspects that effect business performance and development. This can lead to changes in business management to best leverage the qualities and assets of the business to achieve efficient and maximum performance.

[0147] The business can be ranked 502 to other comparable businesses based on the calculated numerical value of the selected performance characteristic of each. The rankings can be ranked based purely on the numerical value, which can have had a scaling factor applied allowing for a more accurate and direct comparison of the calculated numerical values of the selected performance characteristic. Associated with the ranking of the business relative to comparable businesses based on the selected performance characteristic, can be the status 352 of the selected performance characteristic of the business. The status 352 can indicate if the ranking of the business based on the selected performance characteristic is expected to improve, remain static or decline. [0148] The business can also be ranked 504 to the industry average based on the calculated numerical value of the selected performance characteristic of each. The ranking 504 can indicate if the business is performing better, equal to or worse than an industry average in the selected performance characteristic. The numerical value of the industry average of the selected performance characteristic can be the statistical average of the numerical values of the selected performance characteristic of businesses within the same industry as the evaluated business, it can be the numerical value of the selected performance characteristic of an average business within the industry, or it can be one or more statistically calculated or statistically significant standards of the industry for the selected performance characteristic. The ranking of the business relative to the industry or to various industry thresholds can provide insight into the positioning of the business within the industry and the marketplace. This can provide the business with actionable information regarding the development of the business within the industry.

[0149] Based on the rankings 502 and 504, a business assessment 506 is generated, the business assessment 506 can include additional business assessment data including other performance data, market share data, objective data, subjective data and trend data. The business or others can review the assessment 506 to understand the market or other position of the business in relation to comparable businesses and an industry based on the selected performance characteristic. Such an assessment 506 can be useful in business evaluation and planning for future business development.

[0150] FIG. 6 illustrates an example process 600 for storing evaluated business data for use in future business evaluations. The example process 600 can be performed within the example business development and management system 100, as shown in FIG. 1, to store other user data 131 within the database 120. Evaluated business data can be stored for use in later evaluations as comparable business data and can contribute to industry data. The evaluated business data can include additional information regarding a business than the information otherwise publicly available. Compilation of such information can increase the accuracy of the comparable business data, enhancing the evaluations, assessments and action plans generated or processed by a business development and management system, such as 100 of FIG. 1. Further, the compilation of evaluated business data can be analyzed for performance and market trends, which can influence the action plans generated by the business development and management system. In this manner, the database and information available to such as system is continuously growing and being updated to allow the most efficient business development plans to the be generated by the system.

[0151] As part of the first step 602 in storing evaluated business information, business information must first be provided to a system for analysis, processing and evaluation. The received business information 602 can include performance data regarding the business, the industry of the business, objective data regarding the business and subjective data regarding the business. A series of questions or prompts can be used by the system to assist the user or other with inputting the relevant business information into the business development and management system.

[0152] The received business information 602 can then be evaluated 604 using an evaluation module, such as 150, of a business development and management system 100 of FIG. 1. The evaluated business information can include scoring the business in one or more performance characteristics and ranking/comparing the business to comparable businesses and the industry in which the business operates. The evaluation of the business can be performed using the previously discussed systems and methods, or using alternative business development and management systems.

[0153] The evaluated business data can then be stored 606 in a database, such as 120 of FIG. 1, as system user data, such as 131, for later recall and use in evaluations, assessments and action plan generations. The evaluated business data can be stored in the database absent identifying information, such as the name of the business and the exact geographical location of the business. Removing identifying information from the evaluated business information maintains the privacy of the business information. Further, the actual system user information can have access controls that prevent a user or other business from seeing the actual evaluated business data. Instead, the data is only presented in the assessment and evaluation form instead of actual data values and information, further preventing the identification and isolation of specific business information. To further enhance security of the evaluated business information, the information can be stored in a remote database, thereby isolating and limiting the access to the evaluated business data. As discussed previously, the use of other system user data can increase and enhance later business assessments, evaluations and generated action plans.

Business types and examples of businesses

[0154] The disclosed methods and systems apply to all business regardless of the type of goods and/or services the business provides. In several of the examples discussed in this application, the business is a professional services business that includes one or more professionals and optionally staff members. For example, the professional services business could be an accounting, legal, consulting, or medical professional services business.

Oftentimes, such professional services businesses have professionals and several staff members that help the professionals provide the services offered and run the business itself. One example is a medical or dental practice in which the professionals are the doctors or other medical professionals and dentists or other dental professionals, respectively, and each has staff members that assist the professionals in business management and operations. The staff members and professionals alike interact with the customers, clients, or patients of the professional services business.

[0155] A more specific example is an audiology, dental, or optometry practice in which the professionals are audiologists, dentists, and optometrists, respectively. Staff members, such as receptionists, assistants, and office managers may help the professionals provide audiology, dental, and optometry services to patients. Each professional and most or all of the staff members interact with the patients of the professional services business. The audiology, dental, and optometry professional services businesses oftentimes sell products, like hearing aids, dentures and veneers, and glasses and contacts, respectively, among other products. In addition to providing the audiology, dental, and optometry services to their patients, these businesses are also selling products to the same patients they treat, which creates a unique blend of managing both the services and the products portions of the business.

[0156] One of skill in the art will appreciate that the disclosed business management and development methods and systems discussed in this application can be applied to any business.

[0157] Any one or more of the above aspects of business management or anything else can be embodied in software to help compile, analyze, transform and manipulate the data in any desired manner.

[0158] The features disclosed in the foregoing description, or the following claims, or the accompanying drawings, expressed in their specific forms or in terms of a means for performing the disclosed function, or a method or process for attaining the disclosed result, as appropriate, may, separately, or in any combination of such features, be utilized for realizing the invention in diverse forms thereof.

Claims

1. A business development and management system, comprising:

an assessment criteria module, including:

a plurality of business performance characteristics, each of the business performance characteristics based on a least one of a subjective data and an objective data;

a plurality of industries, each of the industries associated with at least one of the plurality of business performance characteristics;

a database including:

comparison business data, industry data and system user data, each of the comparison business data, industry data and system user data including at least one of a performance data, a market share, a trend, an objective data and a subjective data;

an evaluated business including at least one of an evaluated business performance data, an evaluated business industry and an evaluated business market share;

an evaluation module that upon receiving at least one of a pre-selected performance characteristic, an evaluated business and at least one of the comparison data, the industry data and the system user data, generates at least one of

an evaluated business profile based on the at least one of a pre-selected performance characteristic and the evaluated business;

a comparison business profile based on the at least one of a pre-selected performance characteristic and the comparison business data;

an industry profile based on the at least one of a pre-selected performance characteristic and the industry data;

upon receipt of at least one of the evaluated business profile, the comparison business profile and the industry profile, the evaluation module calculating a numerical value for the at least one of pre-selected performance characteristic for each of the at least one of the evaluated business profile, the comparison business profile and an industry profile;

the evaluation module further assessing the relative numerical value of the at least one of a pre-selected performance characteristic to generate a business assessment;

the evaluation module further generating an action plan based on the relative numerical value of the at least one of a pre-selected performance characteristic;

the evaluation module further including an evaluation of the action plan and configured to revise the action plan based on a new assessment and updated business profile, a comparison business profile and an industry profile;

the business assessment including at least a comparison of the evaluated business to one or more comparison businesses, a comparison to the industry including a comparison to at least a top industry performer and an average industry performer, a ranking of the evaluated business and comparison businesses based on the calculated numerical values of the at least one of a pre-selected performance characteristic; and

an action plan including

at least the performance goal associated with the at least one of a pre-selected performance characteristic, the performance goal configured to cause an improvement in the numerical value of the at least one of a pre-selected performance characteristic,

an action item associated with the performance goal, the action item including a change to a business management or development that is implemented to achieve the performance goal; and

a reevaluation schedule based on the at least one of a pre-selected performance characteristic to revise the action plan, the revised action plan accounting for changes in at least one of the business profile, the comparison business profile and the industry profile.

2. The business development and management system of claim 1, wherein each of the plurality of business performance characteristics includes at least one of an algorithm or scoring rubric that is used to calculate the numerical value of the performance characteristic.

3. The business development and management system of claim 1, wherein each of the industries includes at least a scaling factor that is applied to at least one of the associated plurality of business performance characteristics, the scaling factor configured to modify a calculated numerical value of the associated business performance characteristic based on the relative significance of the associated performance characteristic to an industry.

4. The business development and management system of claim 1, wherein subj ective data collected for use in calculating a numerical value of a business performance

characteristic is analyzed and quantified for use in calculating the numerical value of the business performance characteristic that includes subjective data.

5. The business development and management system of claim 1 , further including a plurality of questionnaires and surveys including prompts for data from a user, each of the plurality of questionnaires and surveys associated with at least one of the performance characteristics, the data of at least one of the questionnaires and surveys is included in the calculation of a numerical value of at least one of an associated performance characteristics.

6. The business development and management system of claim 1, wherein the evaluation module calculates at least one of the pre-selected performance characteristics using at least one of a subjective data and an objective data, and a weighting factor is applied to the at least one of a subjective data and an objective data, the weighting factor scaling a value of the at least one of a subjective data and an objective data based on a relative weight of the at least one of a subjective data and an objective data in relation to the at least one of a pre-selected performance characteristic.

7. The business development and management system of claim 1, wherein the business assessment ranking is based on a statistical threshold of the numerical value of the at least one of a pre-selected performance characteristic of the evaluated business relative to the at least a numerical value of the at least one of a pre-selected performance characteristic of a comparison business.

8. The business development and management system of claim 1, wherein the business assessment includes a status that is based on the numerical value of the at least one of a preselected performance characteristic of the evaluated business relative to a previously calculated numerical value of the at least one of a pre-selected performance characteristic of the evaluated business, the status including at least one of an improving, a static and a declining status.

9. The business development and management system of claim 1, further including a trend of the at least one of a pre-selected performance characteristic of an industry, the trend determined by comparing previously calculated numerical values of the at least one of a preselected performance characteristic of the industry relative to time, applying a statistical trend line to the previously calculated numerical values of the at least one of a pre-selected performance characteristic of the industry relative to time to determine if the trend is one of a downward trend or an upward trend based on a slope of the statistical trend line.