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Looking for Financing
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| Guest post by: Bill Boyer |
Article Overview: Before you go to a bank or another funding source, you must have your "act" together.
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Free Download - Technology Versus Managing By Bill Boyer |
Looking for Financing
We either know from experience or from various sources of information how difficult it is to get financing today. Many of the rejections are due to current constraints on financing that are stricter than they were a few years ago. But how many of the "turndowns" were due to an ill-prepared presentation? Get ahead by being fully prepared and communicating the proper information when you have your first meeting with a potential source of financing. This makes a great impression. The first thing that banks or other financing organizations are going to want to see is at least three years of prior financial information and some will want five years. They may also want to see your accounts receivable and accounts payable detail. Some financing organization will only use the historical information. If you are considering financing in the future be sure your tax accountant is aware of that. There are some very legitimate ways that taxes can be deferred. But if these actions reduce your profitability, it could cause problems for the bank in evaluating your request.
And while past results are very important, some financiers will also be interested in seeing a business plan for the next few years. You must have a plan to pay back the indebtedness.
Developing a good business plan is not easy. In my conversations with many financiers, they comment on how often business plans are not well thought out. These plans must present the amount of financing requested, and forecast your plans for payback to the institution. Projected profits and losses, balance sheets, and cash flows are necessary.
You must be able to convince the financing parties that you truly understand cash flow. Do not forget that "Cash is King" and many profitable companies have failed because they could not manage their cash. You will have to prove that your business is liquid and can survive. How quickly can you generate cash if necessary? Know your current debt maturities, credit terms and the cash that is or will be tied up in assets.
Before you start these conversations, be absolutely sure that you understand all of the common terms used in financial reporting. What are gross profits, margins, net profit, EBITDA?
In addition to your financial statements, a narrative will be required. This will include:
- An explanation of your market. Focus on what is currently happening in your market, how you expect to deal with it, and the reasoning behind your plans. While this is a projection, be sure to have some alternative plans in case the market does not react the way you expect. Markets can change. You must show that you are familiar with your market and the things that influence it. That knowledge will be the basis for your alternative plans.
- If you are in different markets, be sure you can explain each market and how you will react to fluctuations in each one of them.
- Be able to define your current clients and prospective customers. How long have you been doing business with your current customers? What is the quality of your client base? How will you expand your customer base? Why would they want to do business with you?
- Understand your competition and know what differentiates you from them. How do your customers compare you to the competition?
- Is your business cyclical? Explain how you will handle the ups and downs. Knowing how to deal with the cycles is critical to managing your cash. Be able to explain your methods for controlling your inventory levels. What can be done to speed up collections? Will you be able to delay payments to your vendors?
- Analyze your risk. Be able to discuss the severity of the various elements of risk and the steps you can take to mitigate that risk.
- Be able to identify cost reduction actions that could be taken if your projections do not materialize.
- Be able to discuss the ability of current ownership to supply additional capital if it becomes necessary. If this becomes as issue, you should be prepared to explain this if current ownership is unable to contribute additional funds. Would you be open to additional capital investors?
- Understand the real strengths of your balance sheet. You may have assets that are either valued higher or lower in the current market, especially property. How does the value of your inventory compare to the current market? Do you have exposure to leases or other guarantees? Does the reputation of your company give you intrinsic value?
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Article Tags: banks, capital acquisition, Financing, Funding, lenders
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About the Author: Bill Boyer RSS for Bill's articles - Visit Bill's website Bill Boyer has over 35 years experience working with businesses, from small to major international corporations with extensive experience in operations, distribution and finance. Bill has held CEO, COO, CFO, and other VP positions with Burlington Industries, The Disston Company and Hickson PLC and other corporations. He has also been an individual coach/consultant with many smaller corporations. Bill holds a BS in Industrial Management from the University of Richmond, and is a graduate of executive programs at the University of Virginia. He specializes in helping companies achieve organizational effectiveness and operational efficiency. Click here to visit Bill's website The Art of Delegating |
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