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Attracting Investors for Start Up Businesses

A Start-Up Entrepreneur's Desire -Investor Funding

A common desire of most entrepreneurs starting up a new business - how to find investors willing to contribute the vital financial resources.

Valuing an Existing Business

It would be a much easier task if you were already established with cashflows, balance sheets, clients and the resultant projections. Typically, 3 years of profitable history tells a pattern that the investor will be eager to see and extrapolate to determine the future prospects. The most basic valuation for a company would be to multiply the earnings (profit after tax) by a multiple known as Profit / Earnings Ratio (PE ratio). PE ratios can be easily found for each company listed on a stock exchange. These usually vary between 5 and 20.

As an example, a company with earnings of $1m and a PE ratio of 7 would be valued at $7m.

If there are 3,500 shares on issue (the shareholders own the company), then each share has a value of $2,000 (ie $7m divided by 3,500 shares = $2,000).

Valuing a Start Up Business

Of course many people want great returns on investment (ROI) with little or no risk.

Unfortunately, a start-up carries great risk and it is difficult to show investors any history whatsoever.

Before the Internet boom of 2000, investors were throwing money at any Internet start-up. Before the global fionancial crisis (GFC) of 2008, investors were throwing money at any start-up with a good story. At these times, the sentiment was strong and confident. Yet the market is now quite cautious and risk-averse.

This doesn't bode well for start-ups, yet there are some things you can do to encourage investors:

  1. Bet your house on it - if you have nothing to lose, then investors won't risk their assets either
  2. Hit your FFF first - if "friends, family and fools" that know you won't invest, strangers won't either
  3. Have a great team - you need to fill a "skills matrix" to succeed; a mix of grey hair experience and youthful enthusiasm
  4. Local jurisdiction - if you're not incorporated and located locally, they can't easily take action; they need security
  5. A business, not a job - don't expect investors to fund your wages in a business relying on an individual; they invest in systems, not people
  6. Explain Use of Funds - you need to justify the amount you seek - not just pluck a number.
  7. Proof of Concept - an idea is worth nothing; implement it to prove you can. Investors want to experience your business before they'll invest.

If you can tick off all these criteria, it will be easier to attract investors. But since you are a start up, you will need to ask for investor funds in stages. The first stage to get your first key milestone will be for shares at a certain heavily discounted amount - rewarding risk with a better price for more shares. Then, since you will have progressed and risk is reduced, you then can offer the next stage for a greater price, etc. This way, you can guage what investors are willing to pay and you don't ask for too much or too little through guesses.

This all requires a fair bit of maths and research. If you can get the 7 criteria sorted and the first stage of investors, then you will need to talk to someone who can go through the complexities and legalities (vital to get right) with you to conjure a share structure and capital raising plan that will be of practical help for the full capital raising.

 

The economy of 2010 and the future - compared to 2009

Many people in business are worried about the future. Some have seriously altered their business because of negative impact of the Global Financial Crisis (GFC) - less sales means less revenues - less revenues means less expenses - less expenses means less staff.

From 2008 onwards, businesses around the world have waited for signs that the economy will improve before they take optimistic and progressive action to grow their business. Sometimes, that sign is only when sales have picked up for several months.

But famous Canadian ice-hockey player Wayne Gretsky is known for having said that his success was not in being where the puck is, but to skating to where it was going to be.

So, if you want to be there and ready to beat the others when the economy picks up ... you will need to pre-empt an upswing in the economy.

“There is new optimism in the market with 67 per cent

of employers surveyed predicting the economy will

strengthen in [2010]. This is in stark

contrast to [2009] when only 6 per cent

thought the economy would improve. This increased

confidence [was] further illustrated by 45 per cent of

respondents intending to increase permanent

headcount and 22 per cent expecting to increase

their use of temporary and contract staff. A very

different picture to [2009].

Nigel Heap, Managing Director of Hays Asia Pacific (Hays Salary 2010 Guide)

It looks like the picture in 2010 changed significantly since 2009.

The lessons are timeless. When are you going to skate to where the puck is going to be?

 

Decision Making for Superiority

Why Make Decisions?

Many people enjoy talking and brainstorming! Sadly, that doesn't get a business anywhere unless decisions are made and acted upon.

Decisions aren't simply made for fun! There is a purpose and there is an outcome to all decisions - whether they be deliberately thought out decisions or intuitive unconscious decisions - they all all made to gain control over a situation.

How are Decisions Made?

The framework that describes the decision making process is known as WIKID PowerTM.

The key to reaching the highest level is in the speed and cycle time for making decisions. The military have known about this for many decades and it is known as the OODA loop - the quicker the decisions, the more you are in control because others are reacting to you. In other words, you are being proactive whilst others are reactive.

Decisions for Wealth, Greatness and Longevity!

Kiyosaki identifies decisiveness as a key attribute for wealth and Collins (Good to Great and Built To Last) identifies decisiveness as critical characteristics of companies that are not only good, but great and also of companies that survive the test of time.

Having spoken with hundreds of organisations, it has been our observation that decisiveness in business is critical.