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Mr. Paolo Anselmo President of the Italian Network of ...


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Mr. Paolo Anselmo President of the Italian Network of ...

  1. 1. International Training Course on “Business Start-up and Access to Finance for Small and Medium-Sized Enterprises (SMEs) and New Technology Based Firms” jointly organized by the International Network for Small and Medium-Sized Enterprises (INSME Association) and UNIDO ITPO Italy and UNIDO ITPO Bahrain – ARCEIT Session 3 - The role of informal risk capital industry for the set up and growth of a New Technology Based Firm: business angels and their networks Mr. Paolo Anselmo President of the Italian Network of Business Angels (IBAN) Member of the Executive Committee of the European Network of Business Angels (EBAN) Member of the INSME Association Board Rome – December 1st, 2006
  2. 2. FINANCING OF A N.T.B.F. <ul><li>DEBTS </li></ul><ul><li>PUBLIC FINANCING </li></ul><ul><li>VENTURE CAPITAL: </li></ul><ul><ul><ul><ul><li>Formal Venture Capital </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Informal Venture Capital (business angels) </li></ul></ul></ul></ul>
  3. 3. FINANCIAL SUPPLY CHAIN Banks Guaranties Leasing Factoring Infrastructure: business angels networks, incubators, etc. Advice: investment readiness program, tutorship Expertise: professional fund managers Own resources FFF VC Loans on trust Pre-seed Loans for investors Reimbursable advance payments IPO BA Corporate Venturing Seed capital FFF : Family, Friends, Fools BA : Business angels VC : Venture capital IPO : Initial Public Offering Grants Micro-credits Other public support Prerequisites Tools
  4. 4. THE ENTERPRISE FINANCING PROCESS IN THE BUSINESS LIFECYCLE Pre-Start Existence Survival Success Take-off Maturity FUNDING STAGE LIFE CYCLE STAGE Proof of Concept Business angels Sustained Growth Early Growth Start-up Seed
  6. 6. THE ENTERPRISE FINANCING PROCESS Idea Start-Up Market introduction Growth Maturity Innovation Seed Capital Funds and Public funding Time Efforts made by financiers Risk Cash flow Transfer Private Investors and Business Angels Corporate Fund and Venture Capital Commercial and Savings Banks
  7. 7. THE ENTERPRISE FINANCING PROCESS R&D Start-up Early growth Accelerating growth Sustaining growth Maturity growth Proof of Concept Funding Seed Corn First Round Second Round Development Capital Replacement Capital MBO / MBI Development Capital Founders, family and friends Public Sector Business angels Venture capital funds Corporate venturing Public listing / IPO Source of Funding Type of Funding Stage in Cycle
  8. 8. VENTURE CAPITAL (formal & informal) <ul><li>Institutional operators (formal venture capital) </li></ul><ul><ul><ul><li>Private subjects </li></ul></ul></ul><ul><ul><ul><li>Banks </li></ul></ul></ul><ul><ul><ul><li>Insurance </li></ul></ul></ul><ul><ul><ul><li>Corporate venture capital </li></ul></ul></ul><ul><li>Non-institutional operators (informal venture capital) </li></ul><ul><ul><ul><li>Business Angels </li></ul></ul></ul>
  9. 9. BUSINESS ANGEL (BA) - definition “ A Business Angel is a middle aged male with reasonable net income, personal net worth, previous start up experience, who makes one investment a year, usually close to home or office, prefers to invest in high technology and manufacturing ventures with an expectation to sell out in three to five years time”. (Kelly and Hay, 1996) ” Business angels (informal investors, independent investors) are investors who provide risk capital directly to new and growing businesses in which they have no prior connection”. (Harrison and Mason, 1996)
  10. 10. BUSINESS ANGEL (BA) <ul><li>male, rarely female </li></ul><ul><li>successful experience as an entrepreneur or manager </li></ul><ul><li>high net worth individual and / or sophisticated investor </li></ul><ul><li>have a declared propensity to invest and to risk in a start-up firm </li></ul><ul><li>invest their own money (50K–250K euro) (part of their cash capital: 20-30 %) </li></ul><ul><li>Seeking profit, but also fun (seeking minimum 20% return) </li></ul><ul><li>are willing to share their managerial skills and their enterprise background </li></ul><ul><li>often invest in their region of residence </li></ul><ul><li>make one investment a year </li></ul><ul><li>prefer high-technology and manufacturing </li></ul><ul><li>take a minor participation – medium term investment </li></ul><ul><li>are willing to wait for an exit for 3-5 years </li></ul>Attitudes, behaviour and characteristics:
  11. 11. BUSINESS ANGEL- short profile <ul><li>Aged between 35 and 65 – the older they are, the more they invest both in terms of the number of deals and in the amount </li></ul><ul><li>Successful experience as an entrepreneur or manager </li></ul><ul><li>Informal private investor with smart money (finance + expertise or money + management) </li></ul><ul><li>Willing to share their managerial skills, specialist knowledge and networks </li></ul><ul><li>Seeking profit, but also fun </li></ul><ul><li>High net worth individual and / or Sophisticated investor </li></ul><ul><li>“ BA activities are not new” </li></ul><ul><li>Origin of the expression: USA </li></ul>
  12. 12. ANGEL’S – success stories
  13. 13. ANGEL STRATEGY (I) <ul><li>New products or technological improved products in an existing market </li></ul><ul><li>A product or service that can be taken to market without further development (i.e. past the initial concept stage) </li></ul><ul><li>Creation of new markets </li></ul><ul><li>Company’s growth should expected to be higher than market growth </li></ul><ul><li>Increase of market share against competitors </li></ul><ul><li>Superiority regarding competitors </li></ul>High-growth start-ups: new businesses that are likely to see sales grow to around € 1M and employment to between 10 and 20 people in early years and export oriented. Key selection criteria of risk capital investors (generally):
  14. 14. ANGEL STRATEGY (II) <ul><li>High growth and highly ambitious management seeking an exit (flotation or trade sale) within 3 to 5 years </li></ul><ul><li>Significant commitment to venture already demonstrated by management, preferably cash </li></ul><ul><li>Management prepared to discuss conversion of any existing loans to equity and ideally investing in this round </li></ul><ul><li>Realistic pre-money valuation </li></ul>
  15. 15. IS A COMPANY READY? <ul><li>Business plan? </li></ul><ul><li>Stage of development of the company </li></ul><ul><li>Type of investment? </li></ul><ul><li>Valuation? </li></ul><ul><li>Management team ready? </li></ul><ul><li>Has the management team enough time and energy to raise funds? </li></ul><ul><li>Is the team shaped to talk to investors? </li></ul><ul><li>Does the company know where to go? </li></ul>
  16. 16. ANGEL DUE DILIGENCE PROCESS Economy / Finance Cash forecast Finance activities Cost estimate Budget Organization Recruitment Board Network of service suppliers Office Market Marketing Sales PR Competitors IPR Technology Technology development Product development Process development Product supply Deliveries
  17. 17. THE IRREGULATITY OF THE INFORMATION AVAILABLE <ul><li>THE IMPORTANCE OF THE INFORMATION NEEDS OF THE INVESTORS IN THE EVALUATION OF THE PROJECT </li></ul><ul><ul><ul><ul><li>to evaluate the yield of the investment </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to reduce the risk of requests from opportunists </li></ul></ul></ul></ul><ul><li>“ WHAT” AND “HOW” TO EVALUATE </li></ul><ul><ul><ul><ul><li>Economic and financial information (quantitative/ consumptive ) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Business plan (quantitative/prognostic) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Qualitative judgment of the confidence of the project </li></ul></ul></ul></ul>
  18. 18. ROLE OF THE SCIENTIFIC COMMUNITY <ul><li>(+) the KNOWLEDGE WORKERS “attracted”, why? </li></ul><ul><ul><ul><li>opportunity to increase technical competences </li></ul></ul></ul><ul><ul><ul><li>opportunity to enrich one’s CV </li></ul></ul></ul><ul><ul><ul><li>to increase the visibility in one’s community </li></ul></ul></ul><ul><ul><ul><li>access a global scientific network </li></ul></ul></ul><ul><ul><ul><li>able management of eventual elitist attitude </li></ul></ul></ul><ul><li>(-) the intrinsic mobility of KNOWLEDGE WORKERS ( generation of a risk of unstable knowledge and/or cessation of know how to third parties) </li></ul>
  19. 19. THE REPUTATION OF THE ENTERPRISE <ul><li>An extremely important resource in phase of start up in order to limit the environmental pressures and to attract the necessary resources </li></ul><ul><li>How it is constructed: </li></ul><ul><ul><ul><li>Collaborated vertical agreements (University, enterprises) </li></ul></ul></ul><ul><ul><ul><li>Relational systems and participation in networks (social capital) </li></ul></ul></ul><ul><ul><ul><ul><li>N.B. More social relations form an enterprise, the potential for the reputation and confidence should mature over time. </li></ul></ul></ul></ul>
  20. 20. LEGITIMIZATION STRATEGIES <ul><li>SEARCH FOR CONSENT - RELATIONAL CONTEXT (in order to increase the level aperture towards the outside world) </li></ul><ul><ul><ul><li>Access to scientific networks (in order to acquire qualified human resources) </li></ul></ul></ul><ul><ul><ul><li>Access to financial networks (to acquire financial resources) </li></ul></ul></ul><ul><ul><ul><li>Access to business networks (in order to acquire managerial resources) </li></ul></ul></ul><ul><li>STRATEGIES </li></ul><ul><ul><ul><li>Passive attitude (patenting of research results) </li></ul></ul></ul><ul><ul><ul><li>Active attitude (localization near innovation locations) </li></ul></ul></ul><ul><ul><ul><li>Proactive attitude (communication of the scientific successes obtained) </li></ul></ul></ul>
  21. 21. OBTAINING RISK CAPITAL <ul><li>Pros </li></ul><ul><ul><li>No cost of interest and no fixed repayment schedule </li></ul></ul><ul><ul><li>Stronger financial position </li></ul></ul><ul><ul><li>Reduced financial pressure </li></ul></ul><ul><ul><li>Access to professional network and coaching </li></ul></ul><ul><li>Cons </li></ul><ul><ul><li>Loss of management / ownership control </li></ul></ul><ul><ul><li>Request for strong financial discipline </li></ul></ul><ul><ul><li>Influence on management and strategic decisions </li></ul></ul><ul><ul><li>Exit route for investor to be prepared </li></ul></ul>
  22. 22. PRIORITIES FOR EQUITY PROVIDERS <ul><li>Business plan credibility </li></ul><ul><li>Business plan with patent technology </li></ul><ul><li>Track record (over previous years) </li></ul><ul><li>Ability to grow fast and deliver quick ROI </li></ul><ul><li>Management team quality </li></ul>Venture capital and Financial corporate venturing <ul><li>Meeting or matching of individual entrepreneurs with the angel </li></ul><ul><li>Atmosphere of trust between individuals </li></ul><ul><li>Credible business plan in the eyes of the angel </li></ul><ul><li>Good management </li></ul><ul><li>Market knowledge of the entrepreneur </li></ul><ul><li>……… </li></ul><ul><li>Availability of exit route </li></ul><ul><li>Return on investment (capital gain) </li></ul><ul><li>………… </li></ul><ul><li>Fiscal incentives (if existing) </li></ul>Business angels or informal investors Eligibility Criteria Equity providers
  23. 23. FORMAL AND INFORMAL EQUITY PROVIDERS * Source: van Osnabrugge, 1998, p.2
  24. 24. FORMAL AND INFORMAL EQUITY PROVIDERS <ul><li>VC </li></ul><ul><ul><li>Easy to find via directories </li></ul></ul><ul><ul><li>Your request is only one among many hundred a VC receives </li></ul></ul><ul><ul><li>Can often via syndication provide large investment </li></ul></ul><ul><ul><li>Thorough and formal due diligence and investment process </li></ul></ul><ul><ul><li>Exit route very important </li></ul></ul><ul><li>BA </li></ul><ul><ul><li>Difficult to find </li></ul></ul><ul><ul><li>Request often strong personal involvement </li></ul></ul><ul><ul><li>Limited amount to invest </li></ul></ul><ul><ul><li>Investment decisions often quick and less formal </li></ul></ul><ul><ul><li>Syndication more and more usual </li></ul></ul><ul><ul><li>Exit route less in focus </li></ul></ul>
  25. 25. ASYMMETRY OF EXPECTATIONS: investee <ul><li>Just give me the money and I will spend it </li></ul><ul><li>Angel is the last resort </li></ul><ul><li>Do the deal quickly </li></ul><ul><li>I am the only one who understands this </li></ul><ul><li>I should have a preferential rights to buy back the shares </li></ul><ul><li>I should not be giving warranties, You should trust me </li></ul><ul><li>I should always have the final say </li></ul>
  26. 26. ASYMMETRY OF EXPECTATIONS: investor <ul><li>I will always have the right of veto </li></ul><ul><li>Do the deal slowly – proper due diligence </li></ul><ul><li>I do not understands this, so I need someone else who does </li></ul><ul><li>I should be able to sell to anyone at the best price </li></ul><ul><li>I should be getting warranties and disclosures with stiff penalties </li></ul><ul><li>I should always have the final say </li></ul>
  27. 27. EXIT STRATEGIES <ul><li>Over 3 years, starting with 10 companies: </li></ul><ul><ul><li>3 are OK </li></ul></ul><ul><ul><li>1 can be a star </li></ul></ul><ul><ul><li>3 are languishing </li></ul></ul><ul><ul><li>3 are died </li></ul></ul><ul><li>Exit or way out: </li></ul><ul><ul><li>trade sale (competitors – partners – other BAs & VCs) </li></ul></ul><ul><ul><li>MBO – MBI </li></ul></ul><ul><ul><li>IPO </li></ul></ul><ul><ul><li>total loss </li></ul></ul>
  28. 28. BAN – THE NETWORKS (I) <ul><li>It is difficult for new companies to raise funds because they do not have the necessary guarantees and track record </li></ul><ul><li>“ lack of mechanisms to access to finance” </li></ul><ul><li>Business angels and venture capital organisations have difficulties in finding good business plans </li></ul><ul><li>“ insufficient pool of available investors” </li></ul><ul><li>Due Diligent costs are increasingly expensive </li></ul><ul><li>“ absence of support for entrepreneurs” </li></ul><ul><li>Need for Business Angel Networks </li></ul>
  29. 29. BAN – THE NETWORKS (II) Private or semi-public body whose aim is to match entrepreneurs looking for equity with Business Angels Business angels are an old tool – Business angels networks are new tools – (typically) The non profit BAN’s develop services that the private sector can not provide or is not interested in providing to the market
  30. 30. BAN – services provided <ul><li>Creating awareness of the Business Angel concept </li></ul><ul><li>Business Plan training activity & advising (legal, fiscal, etc.) </li></ul><ul><li>Assistance in preparing and analyzing the BP </li></ul><ul><li>Screening BP process before someone is listed </li></ul><ul><li>Coaching the investees to present effectively – investment ready companies </li></ul><ul><li>Identification and recruitment of BAs </li></ul><ul><li>Training activities for BAs </li></ul><ul><li>Matching BAs and entrepreneurs: an independent marketplace for investors and investees </li></ul><ul><li>Opportunity to syndicate a deal </li></ul><ul><li>Raising awareness and creating motivation to start businesses </li></ul>
  31. 31. BAN – assist the companies to <ul><li>Review business objectives, strategy and valuation </li></ul><ul><li>Understand the finance options </li></ul><ul><li>Make their business ‘investor ready’ and attractive to founders </li></ul><ul><li>Identify appropriate target investors </li></ul><ul><li>Make the pitch </li></ul><ul><li>Facilitate introductions and deliver presentations </li></ul><ul><li>Guidance through legal and completion process </li></ul><ul><li>Do the deal </li></ul>
  32. 32. BAN – THE NETWORKS (II) MATCHING BY THE BAN Entrepreneur Business Angel Contact of BAN BP evaluation and validation Drafting of BP summary Investment readiness programme Preparation of a presentation Identification Training Identification of investment priorities BA added to database Participation in investment forum/club Confronting offer & demand Circulation of Business plan MATCHING Leverage funding -co-funding -bank loans
  33. 33. BAN – critical points <ul><li>A large public awareness – towards BAs and entrepreneurs </li></ul><ul><li>Strong links with the investors community (Banks, VC, ...) </li></ul><ul><li>Strong partnerships with local stakeholders and organisations </li></ul><ul><li>A relevant business projects portfolio database </li></ul><ul><li>A business plan evaluation quality control system (soft due diligence) </li></ul><ul><li>no great unexpected events in the projects </li></ul><ul><li>cost-coverage is absolutely needed for quite some time </li></ul><ul><li>A BAN is a self sustainable organisation on the long run </li></ul>
  34. 34. BAN – THE NETWORK Thank you for listening! Venture Capital, Business Angels and Banks Network of Intermediaries and Universities Universities, Research Centers and technology companies Professional Services and Business Support Organizations BAN
  35. 35. BAN by country Source: EBAN statistics on Business Angels Networks (national and regional)
  36. 36. EBAN – THE EUROPEAN DIMENSION <ul><li>Established in 1999 by EURADA and with the support of the European Commission </li></ul><ul><li>Non-profit association – 19 countries represented </li></ul><ul><li>Encouraging the exchange of experience among business angels networks and encouraging “best practice” </li></ul><ul><li>Promoting recognition of BANs </li></ul><ul><li>Contributing to working out and carrying out local, regional and national programs of assistance to the creation and development of a positive environment for business angels activities. </li></ul><ul><li>Lobbying at E. C. level </li></ul>
  37. 37. Benchmarking Report Best: No1-2003 <ul><li>Raising Awareness of BA and BANs </li></ul><ul><li>Collecting data from the BA market place regularly </li></ul><ul><li>Creating a BA panel to discuss topical issues affecting the angel community </li></ul><ul><li>Paying attention to the effects of taxation on BA activity </li></ul><ul><li>Ensuring public financing of BAN operations </li></ul><ul><li>Promoting high ethical standards of BANs </li></ul>
  38. 38. Thanks for your attention Ing. Paolo ANSELMO IBAN – Italian Business Angels Networks e-mail: [email_address]