The owner isn't strong in sales and must also consider succession. What at minimum should be grasped?

You don't need to turn yourself into a salesperson, but you should at least know what your main customers buy, which markets you serve, what channels your products go through, and what problems currently have no one assigned to handle them. The article also reminds that factories with real capability can still exit because no one takes over—manufacturing ability itself doesn't automatically solve succession. You can start by recording key customer information in internal notes under Buyer Management and preserve related transaction records so business information has a basis for handover. However, data organization is only foundational. Selecting a successor, defining the enterprise, and determining future management direction still require separate decisions from management.