The document discusses whether growth is always good for startups. It notes that growth can be bad if it leads companies to accumulate technical or management debt, neglect customers, scale before optimizing their business model, or make strategic missteps. It also discusses how the influx of capital from institutional investors into alternatives like venture capital has created high valuations and growth expectations, potentially forming a bubble. The document advocates that founders choose their goal as lifestyle business, aiming for the "big leagues" and failing/selling quickly, or aiming for the "big leagues" and succeeding to guide their approach to growth.
The document provides advice on raising venture capital. It discusses who venture capital comes from, including angels and venture capital firms. It describes what is typically raised, such as convertible debt or equity. It outlines when is a good time to raise capital, such as seed funding for product-market fit or later rounds for scaling. It explains why startups pursue venture capital, which is to fuel high growth targeting large markets. It provides tips on how to raise capital, including building relationships, pitching the vision and business model, and going through the venture capital process.
The Seven Most Important Questions to Ask When Funding Your Start Up - Lighte...Patrick Doherty
This document discusses 7 important questions to consider when a small business is looking to grow and needs additional capital. The questions address how much capital is needed, what ownership or control the business is willing to give up for that capital, how the money will be repaid, what risks the business is willing to take, if guidance is wanted, whether a long term stable growth or rapid growth model is preferred, and how long can be spent raising funds. Understanding the answers to these questions and matching them with investor goals will help the business make an informed decision about securing its future.
DAC provides small business loans to help businesses grow, using cash flow rather than just credit scores to evaluate applications. Loans from $20,000 to $250,000 can be used for inventory, equipment, staffing, marketing, and are repaid over 6 to 18 months with fixed payments processed daily or weekly. With over $5 billion loaned, DAC can assist small businesses nationwide in obtaining the capital needed to expand.
Fundraising (Comprehensive) PowerPoint Presentation 155 slides with 2 diagra...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Definition/s of fundraising
• Learning objectives for this presentation
• What fundraising for-profits is (9 points)
• Easy tips for fundraising (27 points)
• Angel investors (4 points)
o Is your business is suitable for angel investment (16 points)
• Venture capitalism (4 points)
o Venture capital firms (7 points)
o Venture capitalists (5 points)
o Should use venture capital for financing (12 points)
• Beware of debt overload and simple debt indicators (27 points)
o How much money you need (16 points)
Six questions to determine startup cost
o Borrowing money from friends and family (15 points)
• Seller financing (13 points)
o Why a seller would offer financing (6 points)
o Why a buyer should ask a seller for financing (6 points)
o How seller financing is usually secured (16 points)
o How both the buyer and seller can benefit (11 points)
• Business loans
o Types of business loans (26 points)
o Applying for a business loan through a bank (31 points)
o Getting a bank loan approved (12 points)
o The government’s role (6 points)
• Actions steps (16 points)
The document discusses whether growth is always good for startups. It notes that growth can be bad if it leads companies to accumulate technical or management debt, neglect customers, scale before optimizing their business model, or make strategic missteps. It also discusses how the influx of capital from institutional investors into alternatives like venture capital has created high valuations and growth expectations, potentially forming a bubble. The document advocates that founders choose their goal as lifestyle business, aiming for the "big leagues" and failing/selling quickly, or aiming for the "big leagues" and succeeding to guide their approach to growth.
The document provides advice on raising venture capital. It discusses who venture capital comes from, including angels and venture capital firms. It describes what is typically raised, such as convertible debt or equity. It outlines when is a good time to raise capital, such as seed funding for product-market fit or later rounds for scaling. It explains why startups pursue venture capital, which is to fuel high growth targeting large markets. It provides tips on how to raise capital, including building relationships, pitching the vision and business model, and going through the venture capital process.
The Seven Most Important Questions to Ask When Funding Your Start Up - Lighte...Patrick Doherty
This document discusses 7 important questions to consider when a small business is looking to grow and needs additional capital. The questions address how much capital is needed, what ownership or control the business is willing to give up for that capital, how the money will be repaid, what risks the business is willing to take, if guidance is wanted, whether a long term stable growth or rapid growth model is preferred, and how long can be spent raising funds. Understanding the answers to these questions and matching them with investor goals will help the business make an informed decision about securing its future.
DAC provides small business loans to help businesses grow, using cash flow rather than just credit scores to evaluate applications. Loans from $20,000 to $250,000 can be used for inventory, equipment, staffing, marketing, and are repaid over 6 to 18 months with fixed payments processed daily or weekly. With over $5 billion loaned, DAC can assist small businesses nationwide in obtaining the capital needed to expand.
Fundraising (Comprehensive) PowerPoint Presentation 155 slides with 2 diagra...Andrew Schwartz
PowerPoint Presentation Content Slides Include:
• Definition/s of fundraising
• Learning objectives for this presentation
• What fundraising for-profits is (9 points)
• Easy tips for fundraising (27 points)
• Angel investors (4 points)
o Is your business is suitable for angel investment (16 points)
• Venture capitalism (4 points)
o Venture capital firms (7 points)
o Venture capitalists (5 points)
o Should use venture capital for financing (12 points)
• Beware of debt overload and simple debt indicators (27 points)
o How much money you need (16 points)
Six questions to determine startup cost
o Borrowing money from friends and family (15 points)
• Seller financing (13 points)
o Why a seller would offer financing (6 points)
o Why a buyer should ask a seller for financing (6 points)
o How seller financing is usually secured (16 points)
o How both the buyer and seller can benefit (11 points)
• Business loans
o Types of business loans (26 points)
o Applying for a business loan through a bank (31 points)
o Getting a bank loan approved (12 points)
o The government’s role (6 points)
• Actions steps (16 points)
Why KPIs matter discusses key performance indicators and their importance for tracking business growth and performance. It emphasizes that KPIs allow companies to monitor growth rate, new recurring revenue, churn rate, and the effects on ending monthly recurring revenue over time. The document stresses that understanding metrics like new customers, upgrades, downgrades, and lost customers helps companies identify strategies to increase revenue through customer acquisition, upselling existing customers, targeting larger deals, and adjusting prices when needed. It also highlights the importance of churn rate and provides suggestions for fighting churn by solving customer problems, monitoring engagement, offering support, and ensuring quality.
Raising Your First Round: Finding the Right Investors & Preparing for the PitchGreg Barnes
Developing a fundraising plan is key when raising a first round of capital. This includes determining target investors, outreach strategy, and fundraising timing. The plan should specify raise details like amount, valuation, terms, and use of funds. The right investors depend on factors like the founder's experience, product status, and customer traction. Building early relationships is important as is customizing pitches with key metrics and addressing prior feedback. Preparing thoroughly for investor meetings and followups increases chances of fundraising success.
You Can Hire a Manager but You Can't Hire an Owner by Tom Shay and Profits PlusTom Shay
As an owner of a small business are you overwhelmed? Perhaps you are performing tasks that someone else should be doing for you. There may be tasks remaining undone because you are spending time doing other things.
"Rewarding Talent: getting stock options right!” presented by Index VenturesTheFamily
Did you know that employees in EU startups own only half as much equity compared to US ones? (10% vs 20% by the time of exit). This is crazy when we know that talent is one of the key driver of Silicon Valley’s success!
Joining a startup is risky, yet too many startups fail to reward their team adequately. Some of this is caused by poor government policy, but there is much more that entrepreneurs can do. ✨
So Index Ventures, one of the most prestigious VC, took the matter into their own hands and wrote a comprehensive guide to stock options for EU startups! Dominic, Head of Talent at Index, will be with us to present their 16 best practices for the next-gen of European startups:
- How much to award to whom?
- When to make grants & how to communicate their potential value?
- How big should your ESOP be?
- What to do about promotions? High performers and leavers?
And many more!
Do yourself (and your team) a favour and learn the best way to attract & retain your best talent
** Dominic is working with Europe-based founders and senior executives across Index’s portfolio, on talent-related issues including assisting select executive searches, international expansion, building in-house talent operations, and providing functional expertise in various HR areas such as compensation and org design. Prior to joining Index, Dominic served twice as a Chief Operating Officer and has first-hand experience scaling companies between zero and 400 people.
Ravi Belani gave a presentation on venture capital to the European Innovation Academy. He discussed the three main sources of cash for startups - revenue, debt, and equity investment. He explained how venture capitalists make money through management fees and carrying a percentage of profits. Belani provided examples of valuations and negotiation exercises. He covered key investment terms like pre-money valuation, option pools, liquidation preferences, and board composition.
Private investors look for startups that have the potential for big wins with 10x or higher returns on investment. They seek ideas and teams that can scale up rapidly and exit via acquisition or IPO within 5-10 years. The investors evaluate factors like market opportunity, management team strength, competitive advantages and product/market fit to identify the few startups most likely to become big winners that can generate the outsized returns private funds need to meet their investment targets.
Start with the end in mind - Advisor GuideKimberly Deas
As an advisor to a business, we can drastically help them increase their chances of long term success in many ways, including preparing them for their eventual exit.
In this presentation, I review how an advisor can add more value their clients and simple steps they can do. http://www.sellyourbusinessflorida.com/starting-end-mind-advisors-guide-preparing-business-owners-exit-planning/
Blake Bartlett - Partner / OpenView
Kyle Poyar - Sr. Director, Market Strategy / OpenView
Pricing and packaging is one of the most powerful, yet overlooked levers to drive growth in a SaaS business. In this session, you'll find out how to price and package your product from MVP to IPO.
This document discusses key considerations for startups regarding hiring staff and managing finances. It emphasizes that people should come before financing and outlines the types of talents startups should look to hire, such as those who are self-motivated, passionate and a good culture fit. It also provides tips for attracting talent through storytelling and employer branding. Maintaining proper financial controls and compliance is also discussed, as is the importance of cash flow management. Retaining top talent requires strong benefits, career paths and rewards. Outsourcing accounting functions to professionals allows startups to focus on their core business.
How does one distinguish yourself and your organisation from the majority?
Biz-Guru Group of Companies share with you how you can differentiate yourself and your organisation from the majority.
C3: Optimize, Grow or Catapult: Where to Target Your Organization’s Innovatio...Lean Startup Co.
The document discusses optimizing innovation efforts across three horizons: optimize, grow, and catapult. It emphasizes having clear strategies for each horizon regarding targets, risks, timing of return on investment. Core elements for effective innovation are identified as strategy, governance, culture, and skills/capabilities. Good innovation requires assessing these elements for each horizon. The presentation provides a framework to help organizations strategically focus innovation efforts.
This document discusses start-up costs and capital sources for new businesses. It notes that businesses need adequate cash investments for fixed capital like equipment and working capital to cover day-to-day expenses until becoming profitable. Common sources of capital include personal funds, bank loans, equity investors, and government programs. The document provides examples of typical start-up cost categories and advises entrepreneurs to thoroughly understand their financial needs and options before launching a new business.
Keynote: Intelligent Growth in Startups: Building More Than a Product to Get ...Lean Startup Co.
This document discusses the challenges of achieving product-market fit for startups. It argues that product-market fit is more complex than simply building an MVP and measuring customer usage and revenue. True product-market fit requires considering the product value, business model, and ecosystem in which the product exists. It emphasizes the importance of understanding customer needs deeply and solving meaningful problems, rather than focusing solely on product features or growth metrics. Achieving product-market fit is an iterative process of learning through building, measuring, and refining based on customer and market feedback.
This document discusses key metrics for SaaS startup success. It defines 8 important sales metrics: monthly recurring revenue (MRR), bookings, annual contract value (ACV), churn, cash efficiency ratio, magic number, lifetime value to customer acquisition cost ratio (LTV/CAC), and payback period. Each metric is explained with examples and notes on why it is important to measure. Target performance levels are listed for some metrics, such as aiming for a cash efficiency ratio over 10% and LTV/CAC ratio over 3x. The document concludes with a reminder that this list is not comprehensive and mentions some additional factors to track.
AcceleratorFest 2017 - Andrew Ackerman (Dreamit Ventures)Startupfest
Starting an accelerator seems deceptively simple. Team up with a few exited entrepreneurs and angel investors, get some space, recruit a network of mentors, and hang up a shingle. But then the costs start to add up: salaries, recruiting events, travel, investments in the startups, etc. The economics are brutal and the various revenue sources come with strings...
Exit Planning: Preparing yourself and your business for transitionKimberly Deas
Knowing when and how to exit a business is more important to every business owner. An exit plan is best designed when you start the business. In this powerpoint, learn the 3 key points to planning for this transition and what you should consider when planning an exit. http://sellyourbusinessflorida.com/exit-planning-preparing-yourself-and-your-business-for-transition/
The document outlines the top 10 fundraising fails for startups based on the expertise of Seedcamp, a micro-seed investment fund. The top fails include not having an engaging presentation style, lacking a proper fundraising plan, not understanding customers or their pains that the solution solves, assuming general market studies apply without customization, unclear understanding of competitors, unknown cash needs and burn rate, founder team not explained as solution makers, existing investors owning more equity than founders, cold outreach without introductions, and not learning from mistakes.
How to Prepare to Sell or Finance your CompanyTraklight.com
You work hard building up your company to either pass onto family or sell. Maybe you are preparing for your next round of funding. Maximizing your value by discovering all your assets and managing your risk is critical. Hear from experts on how to organize and position yourself for fundraising or exit. Our speakers have been there and done that with fundraising, risk management, executive leadership and outside counsel. Learn tips and tricks from case studies to affordbly spot your risks, cover your assets, and get ready for the next level.
There are seven key stages in a startup’s evolution from $0m to $50m in revenue. Understanding where you are in that evolution, and how to act at each stage is critical for success, as what is appropriate at one stage is not appropriate at another stage. David will lay out the roadmap, and detail the keys to success at each stage. The talk is aimed at technical/product founders plus their sales, marketing & product executives who are responsible for the go-to-market strategy for their company.
Discover Platforms for Sustained Business GrowthDavid Guest
This document provides an overview of a presentation on discovering platforms for sustained business growth. It discusses defining a real business, steps to massive results, and creating lasting first impressions. It also covers topics like generating consistent lead streams, increasing client retention, and 5 ways to increase business profit by focusing on leads, conversion, customers, transactions, average sale size, revenue, and margins. Several case studies are presented on tax savings strategies and buying commercial property through a self-managed super fund.
5 Rules for an Entrepreneur - Practical Tips to starting rightRuth Rey Clark
As an entrepreneur, you need to be able to quickly identify the risks and opportunities in any new business venture. If you’re thinking about starting your venture, there are some rules that all entrepreneurs should follow as part of their business plan. These will guide them through the ups and downs of this challenging new role. Here are the five rules for an entrepreneur that you should know to succeed as an entrepreneur.
Why KPIs matter discusses key performance indicators and their importance for tracking business growth and performance. It emphasizes that KPIs allow companies to monitor growth rate, new recurring revenue, churn rate, and the effects on ending monthly recurring revenue over time. The document stresses that understanding metrics like new customers, upgrades, downgrades, and lost customers helps companies identify strategies to increase revenue through customer acquisition, upselling existing customers, targeting larger deals, and adjusting prices when needed. It also highlights the importance of churn rate and provides suggestions for fighting churn by solving customer problems, monitoring engagement, offering support, and ensuring quality.
Raising Your First Round: Finding the Right Investors & Preparing for the PitchGreg Barnes
Developing a fundraising plan is key when raising a first round of capital. This includes determining target investors, outreach strategy, and fundraising timing. The plan should specify raise details like amount, valuation, terms, and use of funds. The right investors depend on factors like the founder's experience, product status, and customer traction. Building early relationships is important as is customizing pitches with key metrics and addressing prior feedback. Preparing thoroughly for investor meetings and followups increases chances of fundraising success.
You Can Hire a Manager but You Can't Hire an Owner by Tom Shay and Profits PlusTom Shay
As an owner of a small business are you overwhelmed? Perhaps you are performing tasks that someone else should be doing for you. There may be tasks remaining undone because you are spending time doing other things.
"Rewarding Talent: getting stock options right!” presented by Index VenturesTheFamily
Did you know that employees in EU startups own only half as much equity compared to US ones? (10% vs 20% by the time of exit). This is crazy when we know that talent is one of the key driver of Silicon Valley’s success!
Joining a startup is risky, yet too many startups fail to reward their team adequately. Some of this is caused by poor government policy, but there is much more that entrepreneurs can do. ✨
So Index Ventures, one of the most prestigious VC, took the matter into their own hands and wrote a comprehensive guide to stock options for EU startups! Dominic, Head of Talent at Index, will be with us to present their 16 best practices for the next-gen of European startups:
- How much to award to whom?
- When to make grants & how to communicate their potential value?
- How big should your ESOP be?
- What to do about promotions? High performers and leavers?
And many more!
Do yourself (and your team) a favour and learn the best way to attract & retain your best talent
** Dominic is working with Europe-based founders and senior executives across Index’s portfolio, on talent-related issues including assisting select executive searches, international expansion, building in-house talent operations, and providing functional expertise in various HR areas such as compensation and org design. Prior to joining Index, Dominic served twice as a Chief Operating Officer and has first-hand experience scaling companies between zero and 400 people.
Ravi Belani gave a presentation on venture capital to the European Innovation Academy. He discussed the three main sources of cash for startups - revenue, debt, and equity investment. He explained how venture capitalists make money through management fees and carrying a percentage of profits. Belani provided examples of valuations and negotiation exercises. He covered key investment terms like pre-money valuation, option pools, liquidation preferences, and board composition.
Private investors look for startups that have the potential for big wins with 10x or higher returns on investment. They seek ideas and teams that can scale up rapidly and exit via acquisition or IPO within 5-10 years. The investors evaluate factors like market opportunity, management team strength, competitive advantages and product/market fit to identify the few startups most likely to become big winners that can generate the outsized returns private funds need to meet their investment targets.
Start with the end in mind - Advisor GuideKimberly Deas
As an advisor to a business, we can drastically help them increase their chances of long term success in many ways, including preparing them for their eventual exit.
In this presentation, I review how an advisor can add more value their clients and simple steps they can do. http://www.sellyourbusinessflorida.com/starting-end-mind-advisors-guide-preparing-business-owners-exit-planning/
Blake Bartlett - Partner / OpenView
Kyle Poyar - Sr. Director, Market Strategy / OpenView
Pricing and packaging is one of the most powerful, yet overlooked levers to drive growth in a SaaS business. In this session, you'll find out how to price and package your product from MVP to IPO.
This document discusses key considerations for startups regarding hiring staff and managing finances. It emphasizes that people should come before financing and outlines the types of talents startups should look to hire, such as those who are self-motivated, passionate and a good culture fit. It also provides tips for attracting talent through storytelling and employer branding. Maintaining proper financial controls and compliance is also discussed, as is the importance of cash flow management. Retaining top talent requires strong benefits, career paths and rewards. Outsourcing accounting functions to professionals allows startups to focus on their core business.
How does one distinguish yourself and your organisation from the majority?
Biz-Guru Group of Companies share with you how you can differentiate yourself and your organisation from the majority.
C3: Optimize, Grow or Catapult: Where to Target Your Organization’s Innovatio...Lean Startup Co.
The document discusses optimizing innovation efforts across three horizons: optimize, grow, and catapult. It emphasizes having clear strategies for each horizon regarding targets, risks, timing of return on investment. Core elements for effective innovation are identified as strategy, governance, culture, and skills/capabilities. Good innovation requires assessing these elements for each horizon. The presentation provides a framework to help organizations strategically focus innovation efforts.
This document discusses start-up costs and capital sources for new businesses. It notes that businesses need adequate cash investments for fixed capital like equipment and working capital to cover day-to-day expenses until becoming profitable. Common sources of capital include personal funds, bank loans, equity investors, and government programs. The document provides examples of typical start-up cost categories and advises entrepreneurs to thoroughly understand their financial needs and options before launching a new business.
Keynote: Intelligent Growth in Startups: Building More Than a Product to Get ...Lean Startup Co.
This document discusses the challenges of achieving product-market fit for startups. It argues that product-market fit is more complex than simply building an MVP and measuring customer usage and revenue. True product-market fit requires considering the product value, business model, and ecosystem in which the product exists. It emphasizes the importance of understanding customer needs deeply and solving meaningful problems, rather than focusing solely on product features or growth metrics. Achieving product-market fit is an iterative process of learning through building, measuring, and refining based on customer and market feedback.
This document discusses key metrics for SaaS startup success. It defines 8 important sales metrics: monthly recurring revenue (MRR), bookings, annual contract value (ACV), churn, cash efficiency ratio, magic number, lifetime value to customer acquisition cost ratio (LTV/CAC), and payback period. Each metric is explained with examples and notes on why it is important to measure. Target performance levels are listed for some metrics, such as aiming for a cash efficiency ratio over 10% and LTV/CAC ratio over 3x. The document concludes with a reminder that this list is not comprehensive and mentions some additional factors to track.
AcceleratorFest 2017 - Andrew Ackerman (Dreamit Ventures)Startupfest
Starting an accelerator seems deceptively simple. Team up with a few exited entrepreneurs and angel investors, get some space, recruit a network of mentors, and hang up a shingle. But then the costs start to add up: salaries, recruiting events, travel, investments in the startups, etc. The economics are brutal and the various revenue sources come with strings...
Exit Planning: Preparing yourself and your business for transitionKimberly Deas
Knowing when and how to exit a business is more important to every business owner. An exit plan is best designed when you start the business. In this powerpoint, learn the 3 key points to planning for this transition and what you should consider when planning an exit. http://sellyourbusinessflorida.com/exit-planning-preparing-yourself-and-your-business-for-transition/
The document outlines the top 10 fundraising fails for startups based on the expertise of Seedcamp, a micro-seed investment fund. The top fails include not having an engaging presentation style, lacking a proper fundraising plan, not understanding customers or their pains that the solution solves, assuming general market studies apply without customization, unclear understanding of competitors, unknown cash needs and burn rate, founder team not explained as solution makers, existing investors owning more equity than founders, cold outreach without introductions, and not learning from mistakes.
How to Prepare to Sell or Finance your CompanyTraklight.com
You work hard building up your company to either pass onto family or sell. Maybe you are preparing for your next round of funding. Maximizing your value by discovering all your assets and managing your risk is critical. Hear from experts on how to organize and position yourself for fundraising or exit. Our speakers have been there and done that with fundraising, risk management, executive leadership and outside counsel. Learn tips and tricks from case studies to affordbly spot your risks, cover your assets, and get ready for the next level.
There are seven key stages in a startup’s evolution from $0m to $50m in revenue. Understanding where you are in that evolution, and how to act at each stage is critical for success, as what is appropriate at one stage is not appropriate at another stage. David will lay out the roadmap, and detail the keys to success at each stage. The talk is aimed at technical/product founders plus their sales, marketing & product executives who are responsible for the go-to-market strategy for their company.
Discover Platforms for Sustained Business GrowthDavid Guest
This document provides an overview of a presentation on discovering platforms for sustained business growth. It discusses defining a real business, steps to massive results, and creating lasting first impressions. It also covers topics like generating consistent lead streams, increasing client retention, and 5 ways to increase business profit by focusing on leads, conversion, customers, transactions, average sale size, revenue, and margins. Several case studies are presented on tax savings strategies and buying commercial property through a self-managed super fund.
5 Rules for an Entrepreneur - Practical Tips to starting rightRuth Rey Clark
As an entrepreneur, you need to be able to quickly identify the risks and opportunities in any new business venture. If you’re thinking about starting your venture, there are some rules that all entrepreneurs should follow as part of their business plan. These will guide them through the ups and downs of this challenging new role. Here are the five rules for an entrepreneur that you should know to succeed as an entrepreneur.
Issues in Reinventing Your Insurance Agency Network | Iroquois Insurance GroupCapresults
Sometimes Independent Insurance agencies develop one small problem after another over a period of years and those problems go unchecked. This can continue until their cumulative effect severely damages profit, growth and agency value. At that point, the problems can no longer be ignored and the insurance agencies need to be sold, or totally reinvented to turn things around. In this article we will discuss how owners can detect and address small, common problems early and, in doing so, gradually reinvent their Independent Insurance agencies.
Doublingyourrevenueeveryyear 140915013106-phpapp02Nicola Van Hoff
The document outlines nine practices for doubling revenue every year, as advocated by the CEO of MergerTech Advisors. The practices include considering oneself the head of sales, making doubling revenue a strategic goal, focusing on growing existing accounts as much as new ones, seeing all employees as salespeople, and considering inorganic growth through acquisitions. Following these practices can help companies experience virtuous cycles of improved operations and satisfaction of stakeholders, leading to increased company value.
The document provides information about different business and career options, as well as details about a multi-level marketing company called Chels Wellness International Corporation. It discusses 6 traditional business options and their downsides, then presents the Chels Wellness opportunity as an attainable option to earn income through retail sales commissions, bonuses for recruiting others, and bonuses based on business volume. The compensation plan offers several ranks that provide increasing benefits and commissions, including potential to earn from global business pools and generations of recruits.
Incubating a Food Business with FinancingACCION East
ACCION USA is a nonprofit microlender that has provided over $120 million in loans to 20,000 small businesses since 1991. They offer various loan products for established and start-up businesses, including loans up to $50,000 for established businesses and $30,000 for start-ups. The application process takes 5-10 business days and loans have terms up to 60 months. ACCION USA also provides financial education and mentorship resources to support small business growth.
The document summarizes an Isagenix presentation that introduces the company and its network marketing business opportunities. It covers what Isagenix is, its products for weight loss, energy, and healthy aging, and how its network marketing model provides opportunities for wealth creation through retail profits and team bonuses. Success stories are shared of top earners, including 73 millionaires who have found financial freedom through Isagenix.
Business experts acknowledge that healthy cash flow is the life-blood of your business. Some of them even argued that the movement of money in and out of your business more important than ability to deliver its goods and services. A business is said having positive cash flow when its inflow money or cash collected primarily come from the sale of goods or services exceed their outflow.
The document provides tips for managing a virtual insurance agency, including setting clear expectations for producers, tracking key metrics like closing ratios and cross-selling, and setting goals around obtaining referrals and suggestive selling of add-on products to increase income per sale. Implementing these strategies such as asking for one referral per day and suggestive selling one add-on product per policy could result in over $20,000 more income per producer annually.
The document discusses ratios that small business owners can use to evaluate the health of their business when applying for a bank loan. It recommends focusing on liquidity ratios like the current ratio and quick ratio, which measure a business's ability to meet short-term obligations, and the debt-to-equity ratio, which measures leverage. The document provides an example of calculating these ratios for a sample business using numbers from its balance sheet. The ratios calculated indicate the business has adequate liquidity and reasonable leverage, but the owner should also provide a narrative discussing additional details like growth plans, customers, and internal controls.
Rewards, Debt (P2P and P2B Lending) and Equity Crowdfunding. Fundraising options for entrepreneurs based on cash flow, funding goal, timing, development stage, etc.
A detailed look at why SaaS business are so different from traditional software companies, and why traditional ways of looking at their finances fail to understand the business. Provides an alternative set of metrics that show the right way to look at a SaaS business.
For more on the SaaS business model and Metrics, see this blog post:
www.forentrepreneurs.com/saas-metrics-2/
Seed, Pre-seed, (Pre-Pre-Seed?): What the Earliest Stages of Funding Mean for Entrepreneurs Today: Charles Hudson, Precursor Ventures
A seed round used to be Series A. Pre-seed was seed. And we all still have friends and family, so where do they fit in? The earliest stages of funding can be confusing at best, and disastrous if not navigated with a clear structure and outcome in mind. The current state of seed funding, and how (and whether) to get yours.
How to Maximise the Value of Your Businessdavidguest11
Running a business has so much potential. Potential to give you the lifestyle you always dreamed of, a great income, and the freedom to choose what you do and when you do it.
Join Industry Renowned Experts, David Guest, Rob Jagger, Misko Vujnovic & John Riley for Breakfast, as they reveal the Secrets to Maximising the Value of Your Business.
So why do so many business owners get stuck in a rut?
Because they are usually just too busy. Busy doing busy-ness rather than building a business and preparing to exit.
You wouldn't build a house without a plan, but most business owners are just running hard on the treadmill, flying by the seat of their pants, with no real plan to make sure they are on track and in control for the future.
In this workshop, learn from Internationally Acclaimed Business Coach, David Guest; Director of Exit To Success Consulting, Rob Jagger, Principle barrister and solicitor at Kelly & Chapman Lawyers, Misko Vujnovic & John Riley, a Certified Practicing Accountant with almost 20 years experience in matters relating to business valuations and how to structure the sale of a business.
The Keynotes Being Discussed Include:
~Putting Your Business on Autopilot~
There are 6 steps to creating a business that works without you. In this keynote, David will be showing you the 6 steps and how to implement them.
~Maximising Value Through Business Exit Planning~
Currently in Australia 80% of businesses fail to sell, leaving the owners with little choice but to close the doors. In this keynote, we will discuss the eight key drivers of business value from a buyer's perspective, when the best time to sell is, and what a good Business Exit Planning process looks like.
~How To Avoid Common Legal Traps in Building Your Business~
Often businesses fail to prepare themselves in terms of the necessary legal documents they should have when it comes to enhancing the overall business value. Documents like business agreements, partnership deeds, lease documents or shareholders agreements are commonly either outdated or not in place at all. In this keynote we will show you the reasons why you should have these arrangements in place from the beginning and certainly well before you sell your business.
~Selling Your Business with Zero Tax~
Many small business owners are relying on the sale of their business to provide for their retirement. Learn how your business can be sold without losing thousands of dollars in tax. In fact, with proper planning and advice you can pay no tax at all!
During this event, you will learn how to:
-Ensure you protect your business and personal succession position if unexpected events impacted the business owner or it's key people
-Prepare your business for selling
-Maximise your selling price
-Make sure you take advantage of the current tax laws to optimise your business sale
-Develop a financial plan that will secure your retirement and give you the flexibility and freedom to live your
Most clients achieve over 3,000% ROI when investing our services
More than 70% clients overcome financial distresses and avoided undesired consequences
Over 90% clients stay with us more than 10 years after engaging us
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1. 1
Startup Rule to Invest
• Using Syndicate
• Based in Silicon Valley or competence center
• Has at least two founders or just one big founder
• Has a product on market or six months of revenue
• Has a notable investor
• Burn cash >= 18 months
Write Deal Memos on spreasheet
1. Invested (why invest, pro to money, against to risk)
2. No invested (why you passed)
• Business to scale: NO film, bed-breakfast, bar, food & beverage point of sale, clothing
• Eliminate small idea or weak founder
• Use Alexa or Quantcast or www.similarweb.com. Monitoring campany using
https://www.crunchbase.com or www.owler.com
Angel Investor: Your job is to support founders when no one else will and steer
them into the hands of professional investors. <<Jason Calacanis rules>>
2. 2
Startup Rule
Analyze Founder
Why choose the business Founder role Successful in business & life
Frequency update: monthly or max quarter update includes key metrics business, burn rate,
how much cash left, plan for future raises
3. 3
Startup rules
Main characteristic in order to say YES
Revenue and MRR, monthly recurring revenue, significant growth
Churn rate, below 7/8 percent
CAC,
customer acquisition rate := Sale & budget marketing / new customer
CLV, customer life time value
(Avg Monthly Revenue per Customer * Gross Margin per Customer) /Monthly Churn Rate
Compare CLV with CAC 3
Start-up post revenue valuation. Revenue is a proxy of EBITDA
Startup value = EBITDA * 8/10
4. 4
Startup Rule
Manage Portfolio
Founder: review product, his history, why are
you doing this ? why now ? Tell me the three
main reasons why this business might fail
Market and competitor
Who invests in the company
Meet founder at incubator but invest 6 or 12
month later. Because incubator is for founder
of startup can not raise money in own
Pitch meeting
Ten/twenty syndicate deals € ~1000 to
3.000 for each
Based on
“Jason Calacanis rules”
New round, company value increase, should
look who is investing in the company and
decide to quadruple or more.
Re-Check <<Jason Calacanis rules >>
New round in series A, B, C, … company
value increase, should look who is investing
in the company and decide to quadruple.
Re-Check <<Jason Calacanis rules >>
Pro rata rights are a must , Bridge over
the time is almost always negative
5. 5
Startup rules more details
More details in order to say YES
Try to choose the company based on people running and the founder not the idea
nor market but you have to evaluate person and motivation
There is not difference between founder and company
Burn rate and income figure
Income := Monthly revenue - (FTE*6000 or FTE*9000 Silicon Valley)*1.2
FTE:= Full-Time Equivalent
More details to stil YES overtime
Create a Spreadsheet with two sheets and compare the outcome over the time
1. companies which you have invested where there is a row for each company with six columns
a) Great/Good/Okay rating, b) Revenue, c) GMV, d) Value (estimate o based on last round)
e) Financed rating 1 to 10, f) Founder & team rating 1 to 10
2. companies which you have NOT invested where there is a row for each company with three columns
a) why you are not investing, b) Financed rating 1 to 10, c) Founder & team rating 1 to 10