keys to financing the new venture alec johnson, ph.d. university of st. thomas
TRANSCRIPT
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Keys to Financing the New Venture
Alec Johnson, Ph.D.University of St. Thomas
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The Problem
“Small business management is cash flow management.” Dr. Robert Pricer, Weinert Applied Ventures Program, Unviersity of Wisconsin
“Cash is King.” Dave Stassen, Partner, St. Paul Venture Capital
“You’re not an entrepreneur until you’ve written payroll checks on Friday and spent the weekend collecting the cash to cover them.” Keith Streckenbach, founder and CEO of PharmacyOneSouce.com
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Entrepreneurial Finance vs. Corporate Finance
Differences from Corporate Finance– Diversification and Value– Involvement of Investors– Harvesting
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The Problem - Objectives
Minimize Cost Maximize Return
Maintain Control
Maximize Ownership
Minimize Involvement
Minimize Risk
Entrepreneur
Investor
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The Problem - Management
What is the Ultimate Task of an Entrepreneur?
• Job #1 is Risk Management• Job #1 is Risk Management
• Largest risk is Financial and question becomes “How?”
• Largest risk is Financial and question becomes “How?”
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The Problem - Structure
Type, i.e. Do I use debt, equity or some combination.Timing, i.e. When do I need it?Amount, i.e. How much do I need?
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Type – Two General Classes
Debt– Represents a fixed cost– Represents more risk– Cheapest type of outside
financing
Equity– No interest payment– No obligation to repay– Most Expensive type of
financing
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Sources of Debt Financing
Friends and FamilyBanksLeasingFactoring
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Bank Financing
Commercial banks are the largest source of external capital for growing firms.Problems:– Lack of collateral– Lack of earnings history
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Leasing
Often used technique to acquiring assets without having to purchase them.Two types of Leases:– Operating Lease– Capital Lease
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Factoring
Factors buy company’s accounts receivables at a discount.Recall R&R case.Gets cash to company quickly, but must have cost of factor available in profit margin.
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Equity
When to use equity?– Every company has some form of equity.– Founders raise equity when:
• there is no collateral to secure debt• insufficient cash flow to secure debt• required growth capital more than banks can provide.
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Types of Equity Instruments
Typically used in small business placements:– Common Stock– Preferred Stock
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Types of Equity Instruments
Common Stock Characteristics:– Most common form of issuance– Last in liquidation = ?– Represents Entire ownership of firm.
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Types of Equity Instruments
Preferred Stock Characteristics:– Pays dividends– Preference in liquidation
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Types of Equity Instruments
Preferred Stock Characteristics:– Looks a lot like Debt!– Used by Venture Capitalists to gain position in
liquidity event while minimizing risk.
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Types of Equity Investors
Angel InvestorsVenture Capitalists
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Types of Equity Investors: Angels
Typical Angel Investor– Private individual (not an institutional fund)– Age: 47 –54 years– Gender: Male– Net Worth: $1,000,000 +
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Types of Equity Investors: Angels
Typical Angel Investor– Education: Bachelors or greater– Average Investment: $59,000– Preferred Stage: Start-up (56%) and infant or
young (24%)
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Types of Equity Investors: Angels
Typical Angel Investor– Required Rate of Return: 15% - 45%– Length of Investment 3 – 10 years– “Patient Money”
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Types of Equity Investors: Venture Capital
Typical Venture Capital Firms– Institutional Firm– Raises money from various sources, including Angels– Creates “pool” of capital, a fund.– Develops portfolio of firms under management
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Types of Equity Investors: Venture Capital
Typical Venture Capital Firms– Average Investment: $1 M to $50 M per investment.– Industries: High Growth, early or later stages– Services Provided: None to direct management decision making and
board control.– Required Rate of Return: 10X in 3-5 years.– Typically invest using Preferred Stock
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Venture Capital Investments, Q2 2001
2.2% of Venture Capital invested in Midwest!
0
5
10
15
20
25
30
Communications
and Networking
Consumer and
Business
Services
Biopharm Semiconductors Med Sftwr Retailers Consumer &
Bus.
DollarsShare
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Timing – Sources of New Venture Financing*
Development Start-Up Early Growth
Rapid Growth Exit
Entrepreneur/Friends/Family
Angels/Partner
Banks/Lessors
Venture Capital
IPO
*Adapted from: Smith and Smith, Entrepreneurial Finance, 2000
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Timing - Cash Needs
Goal is to manage risk to business and to investor.Minimize risk by staging investmentsEstablish stages by developing solid business plan and financial projections!
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Case Study – Ascend Medical
Facts:• Development stage Medical Device company.• Prototype of catheter for stroke victims nearly complete.• Market need unclear.• FDA process is three years and $30M in expense• No guarantee of approval.
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Case Study – Ascend Medical
Analysis – Type?• Debt is not an option.• Angels to get the product through prototype development,
further market study, conduct focus groups with doctors. $500,000.
• Venture Capital to take it through FDA process and initial market launch. $45M
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Case Study – Sporto
Facts:• Start up phase winter apparel company• One season’s sales under it belt• Moderate growth plans• Required funds: $1.5 M• Needs immediate funds of $100,000 to expand sales
organization and $1.4 M to expand product line and related marketing expenses over the next 18-24 months
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Case Study – Sporto
Analysis – Type?• Venture Capital not an option – growth too slow• All debt not an option – unless financials can demonstrate
adequate cash flow and plenty of collateral available.• Private equity with debt mix is viable option• Factoring after sales grow, leasing office equipment• Alternative?
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Case Study – Sporto
Analysis – Timing?• Could split rounds up, reduce overall cost of capital.• Rounds are close enough that it might make sense to
raise all at one time.• Unless founder gets lucky? Example
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The Big Picture – Business Plan
Competitor Analysis
Environmental Trends
Customer Analysis
Business Plan
Functional Plans
Pro formas
Financing
Evaluation-CMOPs
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Business Plans
What is a business plan?– Something you produce because the bank expects
it?– Something you produce because every says you
should?– ?
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Business Plans – Make Your Argument
Argument contains some consistent themes– What is the product or service?– Who is MOST likely to buy it?– How much are they willing to pay for it?– How many of “THEM” are there?
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Business Plans – Make Your Argument
Argument contains some consistent themes– Who is MOST likely to buy it?– Where and How will they purchase the product?– How will I let them know about it?– Does my team have the ability to execute the plan?
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“Everything should be made as simple as possible, but not more so.”
Albert Einstein
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Business Plan-The Purpose
A Sales Document to Raise CapitalA Road Map to Developing a Successful Organization-Do we have a product the market wants and do we have an organization that can see it to market?
The Plan makes an argument for why the business will be successful!!!!!
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Business Plan Outline
Executive SummaryCompany HistoryMajor Products/Services
Marketplace
Competition
Marketing Plan
Operations-ManufacturingManagement Team
RisksFinancial Analysis
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Company Description
What business are you in?What are your:– products or services?– customers?– applications? (Different uses and needs satisfied
What is your distinctive competence?What is your competitive advantage?What is your Mission Statement
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Sustainable Competitive AdvantageSustainable Competitive Advantage
Versus Distinctive CompetenceVersus Distinctive Competence
Ask the question “What do we have that can’t be replicated by our competitors?” vs. “What are we good at?”
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Mission Statement
What do we do?How do we do it?Who do we do it for?
Example: Brew – On - Premise
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Market Analysis & Marketing
Industry description and outlookTarget markets (segments)CompetitionReaction from prospective customersMarketing activities (strategy/pricing)Selling activitiesThe Key is your Feasibility Study
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Example 1: Brew on Premise
Total Population (% age 24-55)
Median Income Median Rent (upper quartile)
Boulder County,
Colorado225,339 (52%) $35,322 $449 ($585)
Dane County,
Wisconsin367,085 (54%) $32,703 $423 ($527)
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Example 1 - Brew on Premise
•Counties are comparable
•15 batches per day in Boulder
•Ratio of target population 1.6:1
•Expected revenues for Badgerland to reach 24 batches per day after 2 years of operation.
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Example 2 – Ascend Medical
Different approach to argumentFocus isn’t one likely demographicFocus is on treatable number of cases
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Example 2 – Ascend Medical
Process: 1. Population growth through 2010 (Source: US
Census)2. “Target” population not important. All medical
research data based on incidence in US population.
3. Medical data implies number of treatable cases by type of stroke.
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Example 2 – Ascend Medical
Process: 1. Once number of treatable cases established by
type of stroke, can then establish type of treatments received.
2. Those requiring clot removal (vs. stenting, etc.) are established as likely candidates for this procedure.
3. 356,000 treatable cases today, growing to 560,000 in 2010.
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Management and Ownership
Key management positionsBackground of personnelBoard of DirectorsOwnershipStarting a business is about building a successful organization and working in a “team.”Does your team cover all the necessary roles or have you developed a plan to cover areas that are weak?
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Management
FranchiseSoftware, Medical Device, etc.
Low HighModerate
Granite Gear
Level of Sophistication
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Product Development
Level of Complexity
FranchiseSoftware, Medical Device, etc.
none highmoderate
Granite Gear
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Time To Market
FranchiseSoftware, Medical Device, etc.
short highmoderate
Granite Gear
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Time to Profitability
FranchiseSoftware, Medical Device, etc.
Short < 6 months
High >24 months
Moderate 9 to 18 months
Granite Gear
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Market Risk
FranchiseSoftware, Medical Device, etc.
High LowModerate
Granite Gear
Product Acceptance
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Capitalization
FranchiseSoftware, Medical Device, etc.
Low < $50,000 High > $2MModerate $500K to $2M
Granite Gear
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Risks
Competitive RisksTechnological RisksOrganizational RisksMain Point: Identify them and develop a plan to deal with them if and when they arise.
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Funds Required and Their Uses
How much money do you require now?How much will you require over the next five years?How will the funds be used?
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Funds Required and Their Uses
Debt/Equity mixWhat terms do you ask? (Let the commercial money market help you select winners)Do you plan to “harvest?” Be explicit about the deal you offer…
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Financial Data
Historical financial statements and projections for the next five yearsKey assumptions
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Appendices
ResumesPictures of productsSales literatureSupporting published market studies or trade journal articlesPatents
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The Big Picture
Competitor Analysis
Environmental Trends
Customer Analysis
Business Plan
Functional Plans
Proformas
Financing
Evaluation-CMOPs