Being able to fund your startup or finding the right funding source on time has meant the difference between realizing your life long dream and letting it die even bore it could start off. There are quite a few regular ways of funding such as personal funds, help from friends and family, bank loans, angel or VC funding etc. I found an interesting article about 3 alternative ways of funding which could help you with much needed cash. Now, they do have pros and cons so they should be considered carefully but I thought it would be a good idea to share them nonetheless. It is authored by David Nilssen and the most important parts are posted below.
by David NilssenIf you’re already a successful business owner or have just received a generous inheritance, you’ll have no trouble financing a new venture. Not only do you have cash, but banks are probably lining up to loan you money. You’ve already got it, so you don’t need it, but that’s exactly when financial
institutions (and people) are anxious to give it to you.
But what about the rest of America’s aspiring entrepreneurs? There are plenty of smart, ambitious and hardworking folks who need to secure financing to build or buy a business. Traditional small business financing—such as the Small Business Administration (SBA) loan programs—can be very difficult to secure, so if you’ve gone down that road and been denied, you are not alone. And I am here to tell you that there is still opportunity ahead: There are other ways to fund your business—some of which you may not even have heard about yet—and one of them will be right for
you. So, to make your search a little easier, here are my top three alternative options for funding a business:
1. Portfolio Loans
Many entrepreneurs fund a business by selling securities they personally own and then investing the cash they earn from the sale into their business. What those entrepreneurs may not realize is that there’s an option to use a portion of a portfolio to invest in a small business or franchise without selling the underlying securities. A portfolio loan allows you to leverage the value of your portfolio assets into a revolving line of credit with a loan-to-ratio value (a lending risk assessment that lenders use) between 65 percent and 90 percent. These loans can offer fair interest rates and a longer amortization timeframe, and generally they move from application to approval in just a few weeks. In addition to attractive terms, entrepreneurs can continue to reap the rewards of appreciation as their stocks increase in value.
What to watch out for:
Unlicensed and unregulated lenders are what you need to avoid. The Financial Industry Regulatory Authority strongly recommends using their FINRA BrokerCheck tool to verify the licensing status and background of promoters, lenders and anyone else involved in the transaction. And if the value of the portfolio declines and the borrower has drawn down the entire line, the borrower may have to bring in outside capital, or sell securities, to maintain the appropriate loan-to-ratio value.
2. Rollovers as Business Startups
Rollovers as business start-ups (ROBS) are also known as 401(k) rollovers, and they’re becoming more and more popular. Some estimate that 30 percent of new franchises each year are funded through this arrangement. ROBS allow you to invest up to 100 percent of your existing retirement assets into a business or franchise by migrating your retirement funds into a new account that then operates as a stakeholder in your business. Migrating the funds this way allows entrepreneurs to avoid paying taxes and penalties for withdrawing funds from their retirement account early; simply emptying all or a portion of your retirement account before turning 59 ½ incurs sizeable penalties and regular income taxes. ROBS began fairly recently, with the Employment Retirement Income Security Act of 1974 (ERISA), which was designed to encourage investments in
What to watch out for:
In order for ROBS to work smoothly and avoid IRS penalties, the arrangement must be set up to exacting standards. Unless you’re extremely well-versed in tax or ERISA law, you should seek the help of a qualified professional to initially form and provide ongoing administration for the plan.
Put simply: Hire a firm that specializes in these types of transactions.
3. Unsecured Credit
Another method of funding a new business is through an unsecured line of credit. (The traditional version of this method—using a secured line of credit—is to use your home or other business’s assets as collateral.) If your personal credit is strong, an unsecured line of credit can be a good way to get your hands on up to $125,000 in startup capital. It’s called “unsecured” because the lender does not require you to pledge personal assets as collateral. Many entrepreneurs prefer not to pledge their personal assets while in start-up phase because a successful outcome is uncertain. For a new business, your application will most likely include a business plan and up to three years of earnings projections. Be prepared to explain exactly what you’ll use the money for, so the lender will feel confident that you’ll be able to pay it back.
What to watch out for:
There are many unsecured programs available with varying interest rates and origination fees. Shop around for the best program but do not apply until you’re certain of the direction you want to proceed—too many hard inquiries into your credit history in a short period of time can damage your credit score and decrease the likelihood that you’ll be approved for a loan with favorable terms. If you have any negative reports (like late payments) on your credit history, make sure you resolve them before seeking an unsecured loan.
By Sunil SrivastavaFor most small & medium business owners and their management team, it’s often a challenge to take the time to stand back from the daily business operations and be able to take stock of their performance and long-term strategic issues. It is however imperative that they review their progress and understand how to get the best out of their business & implement the steps necessary to make them profitable & prosperous.
What makes a business tick?
Businesses that understand ‘what makes them tick’ are the ones that are most successful and profitable. They also do not develop complicated development strategies. They understand that the best strategies are usually the simplest as they are easier to communicate, understand and implement.
The simpler and easier it is for everybody to understand what delivers profit, the easier it is for them to align and support the strategy. The ability to identify and crystallize the most important performance metrics is a simple & effective way of communicating strategy. It also ensures that everyone is focused on a simple model that drives profit in a consistent & repeatable way. These businesses know the main business drivers and use the most important success metrics to monitor their performance against these drivers, and they use this information to ensure they have:
- winning products or services that people want to buy and will continue to want to buy
- clear objectives simply set out and communicated to all staff to motivate them
- a dedication towards continual improvement
- effective management information and financial control
- efficient services and distribution
- dedicated management with the right information & business responsibilities
- Compliant with regulations and minimum disruption to routine.
Business Ownership & Organization Checklist
Selecting the right business structure is a very important decision for a business owner as it affects personal liabilities, taxation and levels of control in the business. The wrong business & financial structure can act as a constraint on the development of your business and cause problems. Hence
having the right information should enable you to determine the right structure for your business.
Businesses can be Sole Proprietorship, General Partnership, Limited Liability Company, Limited Liability Partnership, C Corp, S Corp, etc. Make sure you talk to an Attorney / CPA to determine the right fit for you.
Use this checklist to determine if the business structure is right for you.
Management & Governance Checklist
A Business owner has to understand the value in their proposition to customers, including the tangible and intangible benefits their products or services provide.
Businesses must establish and manage the process for setting vision, mission, strategy and direction in order to achieve superior performance. These then need to be translated into plans, projects and actions throughout the organization.
Use of this checklist will help you understand the importance of clarity of vision, mission and values in a business’s offering.
Are You Creating Value through Your Business?
Your business has to add value. Make sure your selling price covers all your costs of production and promotion. You cannot sell below cost for very long without going bankrupt. Remember also that working more closely with your customers and suppliers can bring competitive advantage. Understanding the value drivers in your business is essential for maximizing your company’s
Use this checklist to look at the factors that can improve or destroy value for your business.
Are You Proactively & Effectively Managing Innovation?
Innovation is all about continuously moving ‘up the value chain’ and adding value in each and every product and service. Successful businesses understand the importance of innovation and incorporate processes into every aspect of their operation to innovate continuously. Innovation is essential for business survival in today’s highly competitive markets where it is increasingly difficult to differentiate between products and services.
This checklist covers the areas that you should consider to ensure your company manages innovation effectively.
Do you know your Business’s Financial Health?
A mix of daily earnings, equity, long-term/short term borrowing, creditors and lines of credit funds a business. It is important that the right balance is struck between these. Each has a cost and you have to be sure that you understand it and are able to pay it.
Understanding your financial position is an important step in evaluating the health of your business. Cash is the life-blood of any organization and must be closely managed to ensure the business can survive and grow effectively. Understanding the basic concepts of cash flow will help you plan for any unforeseen eventualities that may occur.
This checklist will help you analyze the financial health of your business and help you calculate the financial ratios that you need to know.
Do you know your Business’s Physical Health?
You have invested in physical assets such as machinery and equipment. It is essential that you get the most from your investment, but you must also keep an eye on replacement. Technological change is rapid. You should not allow your processes to become non-competitive. Effective asset management helps to improve productivity and performance and reduce costs. This checklist covers the areas that you should consider to optimize your company’s use of assets.
This checklist will help you analyze the physical health of your business.
Do you know your Market Dynamics?
Information about your market and your competitors will enable you to plan your business
strategy and your business structure better. While it may be difficult to build up a complete picture, you should seek to obtain as much information as you can from your customers, trade bodies, suppliers, competitors and the media. Getting a good understanding of how your market is expected to develop is essential if your business is to make the most of its opportunities and remain competitive.
This checklist looks at the competitive dynamics in your market.
Do you continually improve your business?
Quantity without quality could ruin your longer-term market prospects. Quality is a measure of your ability to meet the needs of your customers in a more cost-effective way than your competitors. Be careful to avoid ‘over quality’. Your products and services need only meet your customers’ needs and what they are prepared to pay, not exceed them.
Best value requires businesses to ensure continuous improvement in their performance,
and to demonstrate a commitment to sustainable development.
This checklist looks at the factors affecting quality in your business to examine where there may be opportunities for improvement.
Is your Team Optimized for Success?
Management is all about achieving success through people. Manage them properly and enable them to maximize their own contributions to the success of the business. Good people management is at the heart of achieving a successful, high performance business.
This checklist looks at the key criteria for achieving success through people.
Are you ready for Growth?
Consider whether you want or need to grow. If you decide to grow then do so in a manner that the business can sustain. Appraise the time it takes for you to bring a new project on stream. Match the market with all the resources necessary to achieve your objective. As markets mature, companies need to find new sources of growth. Businesses that are not growing through new product and service introduction are likely to be in decline, as their existing sales portfolio inevitably matures.
This checklist examines the key drivers for growth and managing growth.
Are you in compliance with Rules and Regulations?
Don’t let regulations put you off. An integrated approach to information will mean that many of the demands of the tax man and others can be met from the same information source that enables you to run your business better. It is important that you comply with statutory and other regulatory obligations. Non-compliance is costly and could put you out of business.
This checklist covers the key areas of compliance that businesses need to be aware of.
In summation, the on-going economic downturn means that now, more than ever, small companies need to take a good look at the fundamentals of their businesses, and understand how they can improve performance, strip out any unnecessary costs and focus on the right strategy to survive and take their businesses forward.
When times are tough, knowing exactly what you are facing and being realistic about what needs to change will put your business in better shape to respond quickly to further changes in the market (be they positive or negative) as they occur. Using these checklists will place you in a better position to understand areas of weakness in your business and your potential exposure to the downturn. However, the key thing is prioritizing which areas require immediate attention
and identifying appropriate actions to deal with them.
Suggested actions you could take:
- Improve your decision making – With all the information & insight you have gathered, value creation & creating a competitive advantage should drive all your business decisions.
- Seek fresh perspectives: Business owners and managers are often so close to the action that they lose objectivity. It might help to talk to a trusted professional such as your CPA, Accountant or mentor.
- Evaluate your Strategy: Now that you have access to more current and relevant data, evaluate your strategy and see if it aligns with your mission, vision and core values.
; SUNDAY, NOV 10, 2013 11:30 AM PSTThe below article is reproduced from Salon.com as is because it is a must read for everyone & anyone who wants to see real time proof of the devastation being caused by Wal-Mart and similar big box stores, who simply decimate the economy of almost every community that they move into.
Excerpted from "Happy City" Jobs, Money, and Geometry
Most of us agree that development that provides employment and tax revenue is good for cities. Some even argue that the need for jobs outweighs aesthetic, lifestyle, or climate concerns—in fact, this argument comes up any time Walmart proposes a new megastore near a small town. But a clear-eyed look at the spatial economics of land, jobs, and tax regimes should cause anyone to reject the anything-and-anywhere-goes development model. To explain, let me offer the story of an obsessive number cruncher who found his own urban laboratory quite by chance.
Joseph Minicozzi, a young architect raised in upstate New York, was on a cross-country motorcycle ride in 2001 when he got sidetracked in the Appalachian Mountains. He met a beautiful woman in a North Carolina roadside bar and was smitten by both that woman and the languid beauty of the Blue Ridge region. Now they share a bungalow with two dogs in the mountain town of Asheville.
Asheville is, in many ways, a typical midsize American city, which is to say that its downtown was virtually abandoned in the second half of the twentieth century. Dozens of elegant old structures were boarded up or encased in aluminum siding as highways and liberal development policies sucked people and commercial life into dispersal. The process continued until 1991, when Julian Price, the heir to a family insurance and broadcasting fortune, decided to pour everything he had
into nursing that old downtown back to life. His company, Public Interest Projects, bought and renovated old buildings, leased street-front space out to small businesses, and rented or sold the lofts above to a new wave of residential pioneers. They coached, coddled, and sometimes bankrolled entrepreneurs who began to enliven the streets. First came a vegetarian restaurant, then a bookstore, a furniture store, and the now-legendary nightclub, the Orange Peel.
When Price died in 2001, the downtown was starting to show signs of life, but his successor, Pat Whelan, and his new recruit, Minicozzi, still had to battle the civic skeptics. Some city officials saw such little value in downtown land that they planned to plunk down a prison right in the middle of a terrain that was perfect for mixed-use redevelopment. The developers realized that if they wanted the city officials to support their vision, they needed to educate them—and that meant offering them hard numbers on the tax and job benefits of revitalizing downtown. The numbers they produced sparked a eureka moment among the city’s accountants because they insisted on taking a spatial systems approach, similar to the way farmers look at land they want to put into production. The question was simple: What is the production yield for every acre of land? On a farm, the answer might be in pounds of tomatoes. In the city, it’s about tax revenues and
To explain, Minicozzi offered me his classic urban accounting smackdown, using two competing properties: On the one side is a downtown building his firm rescued—a six-story steel-framed 1923 classic once owned by JCPenney and converted into shops, offices, and condos. On the other side is a Walmart on the edge of town. The old Penney’s building sits on less than a quarter of an acre, while the Walmart and its parking lots occupy thirty-four acres. Adding up the property and sales tax paid on each piece of land, Minicozzi found that the Walmart contributed only $50,800 to the city in retail and property taxes for each acre it used, but the JCPenney building contributed a whopping $330,000 per acre in property tax alone. In other words, the city got more than seven times the return for every acre on downtown investments than it did when it broke new ground out on the city limits.
When Minicozzi looked at job density, the difference was even more vivid: the small businesses that occupied the old Penney’s building employed fourteen people, which doesn’t seem like many until you realize that this is actually seventy-four jobs per acre, compared with the fewer than six jobs per acre created on a sprawling Walmart site. (This is particularly dire given that on top of reducing jobs density in its host cities, Walmart depresses average wages as well.)
Minicozzi has since found the same spatial conditions in cities all over the United States. Even low-rise, mixed-use buildings of two or three stories—the kind you see on an old-style, small-town main street—bring in ten times the revenue per acre as that of an average big-box development. What’s stunning is that, thanks to the relationship between energy and distance, large-footprint sprawl development patterns can actually cost cities more to service than they give back in taxes. The result? Growth that produces deficits that simply cannot be overcome with new growth revenue.*
“Cities and counties have essentially been taking tax revenues from downtowns and using them to subsidize development and services in sprawl,” Minicozzi told me. “This is like a farmer going out and dumping all his fertilizer on the weeds rather than on the tomatoes.”**
Price, Whelan, and Minicozzi helped convince the city of Asheville to fertilize that rich downtown soil. The city changed its zoning policies, allowing flexible uses for downtown buildings. It invested in livelier streetscapes and public events. It stopped forcing developers to build parking garages, which brought down the cost of both housing and business. It built its own user-pay garages, so the cost of parking was borne by the people who used it rather than by everyone else. All of this helped make it worthwhile for developers to risk their investment on restoring old buildings, producing new jobs and tax density for the city.
Retail sales in the resurgent downtown have exploded since 1991. So has the taxable value of downtown properties, which cost a fraction to service than sprawl lands. The reborn downtown has become the greatest supplier of tax revenue and affordable housing in the county—partly because it relieves people of the burden of commuting, and partly because it mixes high-end lofts with modest apartments. All of this, while growing what one local newspaper emotionally described as, “a downtown that—after decades of doubt and neglect—is once again the heart and soul of Asheville.”
For most Small & Medium Business (SMB) owners and their management team, it’s often a challenge to take the time to stand back from the daily business operations and be able to take stock of their performance and long-term strategic issues. It is however imperative that they review their progress and understand how to get the best out of their business & implement the steps necessary to make them profitable & prosperous. This is especially true if there have been recent changes to their business, their market or the economic environment that they operate in. SMBs often fail because owners are unaware of the many aspects that can prevent their business from growing and being successful as the business is organized around the owner’s specific area of expertise, such as marketing, accounting or production and they are not able to see the big picture.
In the first part of this article, I am going to discuss the importance of a business audit, the importance of understanding your business, how & why to develop a business plan and the role of performance metrics. In the second part I will be sharing a number of checklists which will help you analyze your business and benchmark performance standards for the future and also suggest possible next steps.
HOW TO USE THIS AUDIT
If you want to get the maximum benefit from this audit, please make sure that you read through all the material and honestly answer all the questions, with an “Yes” answer indicating no problem and a “No” answer indicating a problem in that area.
This audit is more than a simple audit about management or finances. It provides an overview of the core aspects of your business including its soul i.e. Vision, Mission & Values. Apart from that, the type of organization you are, value proposition, innovation capability, physical assets, marketing, advertising & public relations, financial planning, human resources, growth plans and governance & compliance are also covered. Once the audit is complete, you must & analyze each section of the audit to develop an action and next steps.
A healthy & successful business is well rounded and all the core areas are well balanced. The audit will help the business owner/manager identify the areas that need to be worked on and regular audit will help the business become more adaptive, efficient & prosperous.
Now, more than ever, businesses need to make sure that they are:
· Headed in the right direction
· Competing in the right markets, with the right products and/or services
· Optimizing their market situation - performing better than the competition
· Using the right mix of assets, skills, finance, infrastructure and relationships that enables them maximum value to their customers
· Minimizing the costs that do not add value to their business or customers
· Aware of external environmental changes and are building the capability to respond quickly to new opportunities or threats
· Measuring their performance continuously so that they are always aware of their current performance and the successes or failures of their strategic initiatives.