We can use Table A as reference as we develop our plan. Otherwise, dynamics found when selling Upper Main Street apply. Segmentation of responsibilities and management structure well defined. Owner may or may not be involved in operations to a significant degree. Levels of responsibilities and management structure are evolving.
Owner is vital to operations.
Wears all the hats - little to no management depth. The plan should begin with an honest assessment of your company's strengths, weaknesses and the opportunities your business and industry represent. Picture a bell curve representing your company's strength and weaknesses. The top of the curve represents what has gotten you where you are. The outer extremes represent areas of opportunity.